Yes And — The Power of Language

Yes And is a technique that is taught in improvisational acting and in communications courses.

In improv, an actor begins supplying some bit of information that helps to create the scene. They may say to another actor “Looks like we’re in for a bad storm.” This is called an offer and the other actor’s job is to accept the offer and support their scene partner. They might say “Yes and I hope that the road doesn’t flood.” The opposite of accepting the offer is blocking, for example, contradicting the offer, which stops the flow of the scene.

Here is a video that demonstrate this technique:

The Improv Yes-And Rule

Yes And as a communication technique is meant to raise awareness of when we are dismissive of the ideas of other people. For example, Chris says “We could hire a virtual assistant to handle all the routine work that is using up all of our time.” Lee says “Yes but we’d have to spend time training a VA in how we want things done.”

The “but” in that reply can feel like a rejection of the original idea. Can’t you just hear Chris say “You’re always so negative. How are  we ever going to get out from under if we don’t do anything?”

If Lee said “Yes and we’d have to spend time training a VA in how we want things done.” The conversation might continue in a similar vein. “Yes and we could start the VA in stages to break up the time drain.” Or even “Yes and we’d want to think of a way to minimize the disruption.”

Use the “Yes And” method to acknowledge and accept another’s suggestion and build on it.

Positivity and Collaboration

In Barbara Frederickson’s book, Positivity, she talks about her wonderful collaboration with Marcial Losada. Building on Frederickson’s broaden-and-build theory, Losada’s mathematical model determined exact ratio of positive to negative emotions, 3-to-1, that distinguishes those who flourish from those who don’t.

Losada had an ordinary looking boardroom with walls made of one-way mirrors, video cameras, and special computers which they provided to intact business teams. Research assistants coded every single statement made by every single team member during the business meetings they observed. They tracked whether the statements were 1) positive or negative, 2) self-focused or other-focused, and 3) based on asking questions (inquiry) or defending a point of view (advocacy).

Of 60 teams that were studied, 25% met the criteria of high-performing. They achieved high scores on profitability, customer satisfaction ratings and evaluations by superiors, peers and subordinates. 30% scored low on all three business indicators and were floundering. The rest, the majority, had a mixed profile, doing well in some ways and poorly in others.

photo by tbone_sandwich

Losada also quantified a new variability called Connectivity – how much each team member influenced the behavior of the others, how attuned they were to each other.

There were huge positivity ratio differences between the different types of teams: high-performing were at about 6 to 1, mixed-performance at 2 to 1 and low performance were well below 1 to 1. High-performing teams also had higher connectivity and were equal in the balance of inquiry vs. advocacy and outward vs. inward focus. Low-performing teams were low on connectivity and showed almost no outward focus.

So how can you use this data to improve your collaborations? Comment with your ideas and check back to read some practical steps for fostering positivity and collaboration in your teams.

Learning from Friends and Muses

I also participated in Quinn’s muse swap.

I traded in my goof-off muse who kept convincing me to sleep late and go to the Farmer’s Market to buy her olive tapenade. I got Kate’s muse, Olivia, who would only let her think and not even talk to friends! What kind of muse is that for a collaborator?

Olivia was assigned to me on a day when I was having lunch with my friend Ginny Kravitz. Ginny is a great coach and I wanted to learn some new ways to focus on my most important priorities. Olivia was very impressed by the power of our conversation and is re-thinking her attitude about talking with friends to get fresh perspectives.

Plus, Olivia is going to take Ginny’s What is necessary? — What is possible? worksheet home to Kate. This is a great tool for planning realistically. Olivia got the hang of this very quickly and just kept asking me “Are you sure that belongs in the necessary bubble?”

"We just can't stay up any longer!" Shackleton

Olivia insisted I get up early each day so that I could make the most of mornings – my best time of day. On our last night together, she finally convinced me to get to bed early! She knew it was just a matter of time.