Leveraging Collaboration How cultivating professional empathy leads to greater organizational performance
Tronvig’s Experience
Tronvig’s Strategy Team James Heaton Noelia Hobeika Lead Strategist & Strategic Analyst Creative Director
ension Shutting AUTHORIT OBLIVIOU G ARBITR Discouragement LACK OF MORALE Cycle V N C O ting FOR RESOURCES N i F - U S I c I O N R D i COMPETING o out of S E L A O G N D u E R A H S UNCONSCIOUS Self-editing F O D K C A s L ideas LACK OF A EMPATHY Disparagement SABOTAGE PROFESSIONAL N T conflict acement COMPE Adversaries U S RESOURCES Accidental LACK OF MORALE agement O Discour- L I F S K LACK OF O E R C U T MORALE L U C A C RESOURCES A LACK OF PROFESSIONAL EMPATHY L r O b i t L M r SHARED a GOALS c o A r n f u P s i o C n AUTHORITY E ARBITRARY t K OBLIVIOUS n e T m e g a r u P o I H S c I R s E i D D O A E SHUTTING L N OUT OF IDEA Tension T C I L F N O Self-effacement C F G A UNCONSCIOU D V E R Lack o S A shar R I E SILO CULTURE goals S F A C C I D E N O T c A s L i D SABO R
ension Shutting AUTHORIT OBLIVIOU G ARBITR Discouragement LACK OF MORALE Cycle V N C ting O FOR RESOURCES N i F - U I c S I O R N D i COMPETING o out of S E L A O G N D u E R A H S UNCONSCIOUS Self-editing F O D K C A s L ideas LACK OF A EMPATHY Disparagement SABOTAGE PROFESSIONAL N T conflict acement COMPE Adversaries U S RESOURCES Accidental LACK OF MORALE agement O Discour- L I F S K LACK OF O E R C U T MORALE L U C A C RESOURCES A LACK OF PROFESSIONAL EMPATHY L r O b i t L M r SHARED a GOALS c o A r n f u P s i o C n AUTHORITY E ARBITRARY t K OBLIVIOUS n e T m e g a r u P o I H c S I R s E i D D O A E SHUTTING L N OUT OF IDEA Tension T C I L F N O Self-effacement C F G A UNCONSCIOU D V E R Lack o S A shar R I E SILO CULTURE goals S F A C C I D E N O T c A s L i D SABO R
Accidental Adversaries Dynamic A’s activity with B (actions in B’s favor) 2 1 A’s A’s success unintended Outer circle A’s fixes to improve obstruction of A’s own results Our actions support one B’s success another’s success Inner circle Our actions unintentionally B’s obstruct one another’s success unintended B’s fixes to improve obstruction of B’s own results A’s success 3 B’s success 4 B’s activity with A (actions in A’s favor) Credit: David Peter Stroh
Defjning Each Other’s Roles What exactly do curators do? What exactly do marketers and external communicators do?
Characteristics of High Performing Teams Trust
Simple Humanizing Exercise Where did you grow up? Any siblings? Tell us about a formative moment from your childhood.
Characteristics of High Performing Teams Constructive Confmict Trust
Five Confmict Management Styles Assertive Competing Collaborating Assertiveness Compromising Unassertive Avoiding Accommodating Uncooperative Cooperative Cooperativeness Credit: Thomas-Kilmann Instrument
Characteristics of High Performing Teams Commitment Constructive Confmict Trust
Characteristics of High Performing Teams Mutual Accountability Commitment Constructive Confmict Trust
Characteristics of High Performing Teams Shared Goals Mutual Accountability Commitment Constructive Confmict Trust Credit: Patrick Lencioni
Characteristics of a Highly Functional Team Shared Goals Mutual Accountability Commitment Constructive Confmict Trust Credit: Patrick Lencioni
The Customer Journey Results Organization-Level Goals Pre-Purchase Product/Purchase Post-Purchase Experience Customer Journey In-Museum Customer Customer Experience Acquisition Loyalty Unit Contributors Marketing Curatorial, Development, & Communications Programs, Membership Education
Characteristics of Unit Constraints Results Organization-Level Goals Pre-Purchase Product/Purchase Post-Purchase Experience Customer Journey In-Museum Customer Customer Experience Acquisition Loyalty • Competitive/ • Captured audience • Tenuous Characteristics of cluttered environment Unit Constraints • Opportunity to educate & • Reliant on memory • Can play to curiosity inspire • Aided by memento, or scarcity • Allowance for nuance & membership, mailing, • Must rely on assumption ambiguity social media • Depends on simplicity • Allowance to proactively advance an idea • Benefjts from the obvious • Option to surprise
What First Steps Can You Take? Leadership Step 1. Convene a mini brain trust that is not based on seniority but rather one that maximizes on a diversity of perspectives. Use that group as a resource to devise a small number of shared goals that can work across all functions. Step 2. Convene inter- departmental working sessions in order to work through the Accidental Adversaries dynamic that might be hindering organizational performance.
What First Steps Can You Take? Leadership Marketing/External Communications Step 1. Convene a mini brain Step 1. Use an important trust that is not based on exhibition as an opportunity seniority but rather one that to ask curators to explain the maximizes on a diversity essence of the exhibition. of perspectives. Use that This will indicate a desire group as a resource to devise to deeply understand a small number of shared the material. goals that can work across all functions. Step 2. Set up a goal-sharing session to see if you can fjnd Step 2. Convene inter- common ground. departmental working sessions in order to work through the Accidental Adversaries dynamic that might be hindering organizational performance.
What First Steps Can You Take? Leadership Marketing/External Curatorial Communications Step 1. Convene a mini brain Step 1. Use an important Step 1. Be curious about how trust that is not based on exhibition as an opportunity an exhibition contributes to seniority but rather one that to ask curators to explain the organizational performance maximizes on a diversity essence of the exhibition. and how this could of perspectives. Use that This will indicate a desire be measured. group as a resource to devise to deeply understand a small number of shared the material. Step 2. Convene an inter- goals that can work across functional session to fjgure all functions. Step 2. Set up a goal-sharing out what can be measured session to see if you can fjnd so that you can know how Step 2. Convene inter- common ground. well or poorly your product departmental working is doing. sessions in order to work through the Accidental Adversaries dynamic that might be hindering organizational performance.
Exhibition Performance Assessment “It’s wonderful to be able to assess projects in a quantifjable way. I spend much of my time working on the emotional and experiential aspects of exhibiting art; you have given us a way to take solid stock of our work and create strategies for evolving. We’re grateful.” Kathryn Wat Chief Curator & Deputy Director for Art, Programs, and Public Engagement, National Museum of Women in the Arts CONFIDENTIAL
Thank you. Read more on our website: tronviggroup.com/shared-team-goals tronviggroup.com/curatorial-vs-marketing CONTACT PRESIDENT STRATEGIC ANALYST 68 34th Street James Heaton Noelia Hobeika Building 6, Suite B520 jheaton@tronviggroup.com nhobeika@tronviggroup.com Brooklyn, NY 11232 718.522.6326 tronviggroup.com
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