[Ailist] moving beyond negativity

[Laurie Maslak]

I too was faced with a group where a few individuals brought their own
agenda of giving air time to the "negative".  However, through the design of
the workshop, I still was able to get them to dream and identify the "best"
possibility of their future as a group and then we went back to identify the
"barriers" that were preventing them from achieving this "best".  By opening
the floor to identifying them and then developing strategies as individual
groups as to how to address and "overcome" the barriers, the energy level
became more positive and encouraging. They began to sense that many of the
barriers were there because of personal choice which allowed them to be
there - once they recognized that they could make a choice to be different,
they were revitalized!

Laurie Maslak
----- Original Message -----
From: dp <dpiranian@mindspring.com>
To: AIlist serve <ailist@business.utah.edu>
Sent: Friday, August 18, 2000 11:37 AM
Subject: [Ailist] moving beyond negativity


I would like to relate an experience of dealing with "negativity," to
contribute to the discussion about dealing with "negative emotions."  About
a year ago I was co-facilitating a 1 1/2 day program for a beverage company
trying to create a new team structure that would unite the 3 different
shifts.  Our group of about 18 was a pilot team.  People had volunteered for
a variety of reasons, often NOT because of believing in the new structure.
2 of the most senior members, who held much informal power in the group,
were extremely cynical, critical and pessimistic about the new structure.
They were creating the atmosphere for the group and pulling in allies.  My
co-worker and I finally decided we needed to give more voice to the
"negativity," so we had them get in groups of 4 and list as many concerns,
doubts and questions as possible about the new team structure.  Back as a
large group, we captured the top 5 from each group on a flipchart.  The
result was a list of good questions and concerns that were taken in by
management and addressed.  The negativity in the group immediately began to
shift.  A week later, the two most senior people had become the champions
for the pilot.
Had we not allowed the people's concerns and questions to be heard, I am
sure the pilot would have been sabotaged.  These people needed to know they
could bring up real issues and be heard.
We were not using an AI process, but we had been trying to build a positive
experience on which the new team could build.  As others have mentioned, if
people feel that only the "positive" can be talked about, the experience can
become inauthentic.  In that way it loses its "life-giving force."  I belief
part of the power of AI is that is helps people tap into what is authentic.
The stories help move people away from intellectually correct or cliché
answers to what is real and authentic.  And that is life-giving.

Deb Piranian
dpiranian@mindspring.com



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