Chapter 6: Disruptive Engagement (part 1 - page 184 - 186 -ending prior to Minding the gap with Feedback)

Challenge of leading in a culture of never enough (pg. 185-188)

Barriers to creativity and innovation: The author asserts that shame stops innovation. Two examples given by an interviewee are fear of introducing an idea and being ridiculed, and fear of failure and/or being wrong.

• What are reactions to this assertion?
• What are ways in which we can create a safe space for innovation and creativity?

Recognizing and combating shame (pg. 188-194)

The author states “Shame can only rise so far in any system before people disengage to protect themselves. When we are disengaged, we don’t show up, we don’t contribute, and we stop caring”. She goes on to assert that there are internal and external sources of share that influence how we feel about our work.

• What are subtle signs of disengagement you have observed in teams or colleagues? And how might those behaviors reflect underlying shame or fear rather than lack of motivation?
• What actions could a leader or peer take to reduce that sense of shame and re-engage people?

The Blame game and cover up culture (pg. 194-196)

• How can a team or leader distinguish accountability (owning responsibility and learning) from blame (assigning fault and shaming)?
• What specific behaviors make accountability feel safe rather than punitive?

Strategies to build shame-resilient organizations (pg. 196-197)–

The author provides 4 strategies to build shame resilient organizations. Regarding these strategies:

• How can leaders discuss and address instances where shame is influencing behavior, communication, and decision-making without triggering defensiveness?
• What are practical ways the team normalizes challenges or setbacks, so they become opportunities for shared learning rather than sources of shame?