Leading with Emotional Intelligence: Hands-On ... - always yours

170 LEADING WITH EMOTIONAL INTELLIGENCE
5. Decreased Cycle Time: The space between project initiation
and outcomes is compressed, so consequences of organizational
decisions can be examined and improved. Typically, there is more
of a time lag and more variables must be considered, so learning by
doing is diluted and delayed.
6. Meta Learning: In this “learning laboratory,” as the projections
shed light on the managerial process, the group is asked to
step back and evaluate itself. The learning is about themselves,
their leadership, problem-solving skills, teamwork, communication,
and ability to manage change. This time to reflect and develop lessons
learned after studying themselves and their processes is usually
not done with the same intensity within the organization.
7. Chaos Management (in a Safe Environment): Teams are
able to experience chaos, disorder, and changing requirements for
success in a safe environment where the consequences for failure
are limited. The groups develop strategies or best practices to
manage the change back at the work site.
8. Kinesthetic Imprint: Experiential learning anchors cognitive
material. Participants have a kinesthetic imprint or whole-body
learning of cognitive principles, because the learning is graphic as it
involves physical, mental, behavioral, and even spiritual dimensions.
9. Common Language/Story-Making: The experience provides
common language, story, and imagery that can be transferred
to the workplace. This language becomes a shortcut in communicating
a shared vision or “learning disability.” The intense experience
is storied in such a way that the participants see themselves
and others in a new light. This story then becomes the catalyst for
continuing the same theme, but taking it into the organization.
10. Encourages Risk-Taking: The experience allows participants
to take risks, try on new roles, and make mistakes with few costs
to the organization. Risks are perceived versus actual. Each person
taking a risk vicariously pushes others to try something outside of
their circle of comfort. In this environment, there are always individuals
who shine and whose leadership hasn’t been noticed at work.