For what?
The case discussion is a widely used and proven tool from Otto Scharmer's Theory U (2020). It can be used both as a vessel for creative processes and as a tool for tackling and solving daily leadership challenges. The method involves a process of collegial case consultation in which you create a protected space among peers from which something new can emerge. As a rule, you join a group of four to five people who are available to you as advisors. In the case discussion, you draw on the intelligence and experience of the peers. The resonance that arises from the discussion opens up new approaches to complex issues. In our view, a special feature is the focus on images and metaphors, which often provide astonishing clarity.
Example
The communications manager of a public authority in the healthcare sector
faces the challenge of overcoming internal hurdles at the start of the company's digital transformation. He sees the challenge for himself of often acting alone as a striker on the football pitch, without support from his own organization. The case discussion creates a new image and new opportunities for him, as he can step out of the role of striker and reassess the situation from the edge of the pitch. This makes it easier for the manager to recognize new teammates at the back of the field and create a new
team in the organization with which he can tackle the digital transformation in close collaboration and co-creation.
What matters
Case discussions are spaces in which the quality of communication is of primary importance. In our view, a crucial principle is to accept the silence during the process and to take time out of it to reveal feelings and allow new images and metaphors to emerge. Images and metaphors provide the strength and clarity to resolve and tackle even seemingly major challenges.
This requires that the manager, as the case giver, brings a concrete concern with which they are directly confronted.
The participating case consultants do not have a hierarchical relationship with the person who has the case and listen attentively. Their task is not to solve the problem, but to pay attention to the images, feelings and perceptions that the case triggers in them.
Step by step
Step 1 (2 min.)
Appoint an advisor who will take over the moderation and keep an eye on the time schedule.
Step 2 (15 min.)
The case giver clarifies his/her intention by responding to the following questions (the case consultants take notes):
- What central question or challenge would you like to tackle?
- How do other stakeholders possibly see the situation?
- What should the future look like?
- What do you have to let go of - and in which areas are you learning?
- What do you need and what do you need help with?
Step 3 (3 min.)
Connect in silence with what you hear - and allow images, metaphors and feelings to emerge.
Step 4 (10 min.)
Each case consultant describes the images, metaphors and feelings that arose in silence or while listening to the case description.
Step 5 (20 min.)
Generative dialog (see chapter 3) about how the images, metaphors and feelings that emerged can provide a new perspective on the challenge
and open up new avenues for the case giver. It is advisable to follow the "Yes, and ..." pattern, following on seamlessly from the previous speakers.
Step 6 (8 min.)
Check-out, in which the case donor and case advisor reflect on the way forward and express appreciation for each other.
Step 7 (2 min.)
Note down the main findings for yourself personally.
Framework
Duration: approx. 60 - 90 minutes
Format: virtual via video conference or in person in a suitable room
Participants: approx. 4 - 5 persons equal to the case donor; these can come from inside or outside the organization
You can find more information on this and other tools for overcoming business challenges with communicative means in the book
