I’m finally forcing myself to find time to take CRR Global Organization and Relationship System Coaching training program. Beyond Emotional Intelligence (relationship with oneself), and Social Intelligence (relationship with other) lies Relationship Systems Intelligence where the focus is on the entire group, team or system.
This is a five course program and I took the first ORS@Work course a few weeks ago (This two-day course explores the ORSC™ model, and is a business-focused version of ORSC™ Fundamentals.)
I said forcing myself early this in post but let me explain. I’m lucky in that many Agilists have attended this program and I’ve benefited from their shares at conferences and other trainings. As a result, I’m pretty familiar with a good portion of the course program, which always made the investment in time difficult to balance. However, 2019 was the year for me to cut back on conferences, thus a perfect time to work in this training.
Overall, the experience was positive. My expectations were to learn a few new connection aspects, dig deeper into the reasons behind a few elements and meet new people. I would say that my expectations were mostly met.
What I enjoyed the most:
- I continue to support the impact of relationship/system dynamics in teams. So validation of concepts with additional data points (such as 69% of all relationship problems are perpetual) was helpful.
What I am looking forward to more classes to dig deeper on:
- The cornerstone of “Reveal the system to itself”. I can fully support helping others reveal the system. I can fully support highlighting repair bids to reveal the system. I can fully support highlighting the possible unsaid/elephant in the system. What I am still not completely understanding is the impact/value of a leader potentially labeling the system and impacting the system in negative ways. For example, I asked a deeper question to the instructors. After some discussion, the instructors asked the system “what are you sensing”… words such as friction were highlighted. If I wasn’t as strong as I was, the system (being creative and intelligent) was telling me to stop asking questions. Is that healthy? Or what should leaders be doing to help the system evolve.
What was difficult:
- I’m a bad student when it comes to multiple day trainings. I struggle between contributing too much (experience/knowledge/questions), overanalyzing exercises and delivery from instructors, and wanting to dig much deeper in the material than other attendees/instructors.
I’m looking forward to the next classes to dig deeper in the reasons/data behind this model.
What did you enjoy most about ORSC@work?