As part of the framework for productive engagement, we set guidelines for listening, speaking, and thinking. These included:
- listening without interruption
- focusing on listening for what could be learned
- refraining from name-calling or enraged emotional outbreaks
As the participants read these aloud, members of each group shouted with glee at having practices for engaging with one another in a peaceful and respectful manner.
Three elements were designed into the session’s learning: fun, interaction, and food. We devoted most of the time in training them in the distinctions of trust, engaging in a game to give them an experience of collaboration, and in supporting them to develop an inclusive set of values that represented the collective group. They learned to adopt an ‘and, yes’ approach to balance their current ‘either/or’ approach. We did not engage in conversations about past experiences and history. To build a new foundation that encouraged trust, collaboration, productive conversations, and new actions, we needed to stay away from the minefield of the past.
During the activities, the room came alive with friendly banter, meaningful dialogue, and even laughter. Thee distrust and animosity were not apparent during that period of time in which they learned that they shared common cares and that safe dialogue was indeed possible.
Sharing food played a significant role in the success of the two days. One area where shared values were evident was in their value of food. Each group, independently and without prior coordination, brought snacks to share and broke bread together during lunch and breakfast. Dining and snacking appeared to be a peace zone for small talk and humor – untouched by history and antagonism.
The session’s secondary purpose was to determine the coachability of key union leaders and senior managers. Activity discussions and comments made to us during break time instilled optimism for the ‘coachability’ of the groups.
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