Bridging the Gap_ Understanding Intent and Action in Teams.pdf

Why is it that we often find ourselves frustrated by unmet commitments and unfulfilled promises in our teams? Have you ever wondered, "Why didn’t they do what they promised?" or found yourself reacting with anger or frustration when things don't go as planned? In this engaging session, we dive into the complexities of intent versus action in team dynamics and how to navigate these challenges effectively.

Using insights from neuroscience, psychology, and effective communication strategies, we explore the 3 Brain States Model—from the reactive "Red Brain" state to the calm and focused "Blue Brain" state, where meaningful feedback can be delivered constructively. This session incorporates interactive exercises, real-life scenarios, and practical tools like Clean Feedback to help you transition from reacting to responding thoughtfully.

Learn how to:

Recognize and shift between different brain states to improve team communication.
Deliver clear, constructive feedback that promotes growth rather than conflict.
Navigate emotionally charged situations with empathy and clarity, ensuring actions align more closely with intentions.
Join us to transform the way your team communicates, collaborates, and commits—creating a more connected and effective workplace.

1. Bridging the Gap: Understanding
Intent and Action in Teams

Contributors
John Barratt


Version 1.0

2. I Don’t Quote Dead People
Image Source: https://oku.club/book/the-7-habits-of-highly-effective-people-by-stephen-r-covey-pcAVQ
“We judge ourselves by
our intentions and
others by their actions.”

3. Image Source: DALLE-3
208 Serious Injuries and 6 Fatalities 1086 Serious Injuries and 144 Fatalities
Data Source: UK Department for Transport, Reported Road Casualties Great Britain: 2021.

4. Think of a time when
you might have
judged someone's
actions quickly
rather than their
intent
<<1:00->>

5. What do you think caused
you to act in that way?
ⓘ
Click Present with Slido or install our Chrome extension to activate this
poll while presenting.

6. Anger!

7. Three Brain States
7
Basic Survival Mode - Reacts instinctively
Fight, Flight, Freeze or Fawn
Emotional Control - Reacts emotionally
Seeking social connection
Logical Decision-Making - Plans ahead
Creative thinking to solve complex problems
Image Source: DALLE-3 Content: Clean Learning

8. Brain States Questions
8
1.Am I feeling defensive, reactive, or like I must protect
myself right now?
2.Do I need to act impulsively, withdraw, or control the
situation?

1.Am I experiencing emotions like fear, anger, or excitement
driving my actions?
2.Am I reacting based on how I feel rather than what I know?
1.Can I reason, plan, and consider different options?
2.Am I focused on problem-solving, analyzing information,
or engaging in creative thinking?

9. Brain State Reflection
Using the example from earlier decide which brain state you had been in at the time of
the judgement.

Then In small groups discuss what difference it could make being able to identify what
brain state you and your team are in at any moment.

Finally knowing this what will you do differently going forward
9
<<5:00->>

10. “When you’re angry,
you lose control. And
when you lose control,
someone else gets it."
Image Source: https://commons.wikimedia.org
Tony Robbins

11. Image Source: DALLE-3

12. Think of a time when
you judged team
members' actions
without knowing the
whole story.

13. What did you do to
move on from the
situation?
<<3:00->>
Discuss:

14. Communication is Key
"97% of employees believe communication impacts their task
efficacy on a daily basis." - “The Social Economy: Unlocking Value and
Productivity Through Social Technologies” Report, 2020.


Image Sources: https://https://en.wikipedia.org/
"Companies with effective communication are 3.5 times more likely to
outperform their peers." - “State of the Connected Customer” Report, 2019.
"Poor communication costs companies an average of $62.4 million per
year in lost productivity." - SHRM (Society for Human Resource Management), "The
Cost of Poor Communications" Report, 2018.

15. Clean Feedback
Clean Feedback is a communication technique
that provides clear, non-judgmental, and
objective feedback that focuses on observable
facts rather than assumptions or emotions.
It helps avoid miscommunication and
defensiveness, promoting constructive
conversations that foster understanding, growth,
and positive change within teams.
Image Sources: https://cleanlearning.co.uk/products/detail/from-contempt-to-curiosity

16. Clean Feedback
Evidence: What did you see or hear?
You said you would complete the Product Backlog item by Friday, and itʼs
now Tuesday. This is the second deadline that you missed in the last
week.



16
Inference: What are you making up about what you saw/heard?
I believe you might be working on too many other things, including
your work with a local charity.
Impact: What happened or could happen as a result?
I am getting pressure from senior leaders, and I am losing trust in your
ability to meet deadlines youʼve set

17. Feedback Principles
"Clear is kind. Unclear is
unkind."
Simon Sinek
"Radical Candor is caring
personally while
challenging directly."
Brené Brown
"There is a difference
between giving directions
and giving direction."


Kim Scott
Image Source: https://commons.wikimedia.org/

18. Questions you can ask yourself to find …
Evidence Inference
What did I see/hear?
What did they do/say?
Do I have a specific example?
What did I do/say?
What was happening in the
room?
Impact
What did that mean for me?
What was that like?
What did I think about this?
What did I make up about that?
What impact did this have?
What happened next?
Then what happened?
What was the consequence of
that?
18

19. Clean Feedback Practise
In Triads each talk about a scenario where you judged a team member

Practice separating the scenario into Evidence, Inference and Impact

You have 5 minutes to do 3 scenarios

19

20. Questions you can ask yourself to find …
Evidence Inference
What did I see/hear?
What did they do/say?
Do I have a specific example?
What did I do/say?
What was happening in the
room?
Impact
What did that mean for me?
What was that like?
What did I think about this?
What did I make up about that?
What impact did this have?
What happened next?
Then what happened?
What was the consequence of
that?
20
<<5:00->>
What difference does doing this make?

21. Feedback Myths

Source 1: https://workleap.com/blog/state-employee-engagement-guide/#pillar-feedback
Image source:https://www.cleanpng.com/
Fact: 83% of employees really appreciate receiving
feedback, regardless if it’s positive or negative.
Myth: People do not like receiving feedback
150 countries
1000 organizations
1,200,000 Employees

22. Feedback Myths

Source 1: https://www.gallup.com/workplace/505370/great-manager-important-habit.aspx
Image source:https://www.cleanpng.com/
Fact: 80% of employees who say they have received
meaningful feedback in the past week are fully
engaged
Myth: Feedback does not motivate people
96 countries
276 organizations
2,700,000 Employees

23. Feedback Myths?

Source 1: https://workleap.com/blog/state-employee-engagement-guide/#pillar-feedback
Image source:https://www.cleanpng.com/
Fact: 64% of employees think the quality of the
feedback they receive should be improved.
Myth: I’m already good at giving feedback
150 countries
1000 organizations
1,200,000 Employees

24. Remember
Image Source: https://commons.wikimedia.org/
“We judge ourselves by our
intentions and others by
their actions.”



“When youʼre angry, you
lose control. And when
you lose control, someone
else gets it."



"Clear is kind. Unclear is
unkind."
Brené Brown
Tony Robinson
Stephen Covey

25. Did you find this session
valuable?
ⓘ
Click Present with Slido or install our Chrome extension to activate this
poll while presenting.

26. Questions?
John@agileaffinity.com

26
Agile Coaching

Training

Systemic Modelling
Practitioner
Slides