Author: Elaine Watson-Grant

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How to Spot a Pseudo Team and What to Do About It

Members of a pseudo team arguing with each other while the team lead is not listening

How to Spot a Pseudo Team and What to Do About It 

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My Experience with a Pseudo Team

I’ve been there. The late-night meetings, the lack of progress, the frustration boiling over. All because of ineffective teams.

Today, it’s re-playing in my head.  

I’m leading 20+ teams, most of whom are motivated, engaged, and cooperative.  

But one is a completely different story.  

This is a group of individuals who, despite their best intentions, can’t seem to get it together. 

After months of fruitless meetings, I reach my breaking point. I’m done with the pretense. This was no team at all. Tired of the constant complaining and the lack of tangible results.  

In a moment of frustration, I declare I’m no longer attending remaining meetings and challenge the team to self-organize.  

That decision would change the trajectory of the team and, ultimately, my own leadership journey.  

Driving home that evening, temporary relief melted into regret and a keen realization of the error of my ways. By abdicating my leadership role, I sank the team into further chaos.  

This experience was a harsh lesson, but it ignited a spark within me. I was determined to become a better leader, one who could lead and navigate great teams and challenging teams.  

And so, my leadership development journey began.  

I learned many lessons from that quality failure but two of them remain with me to this day: 

  1. Personal Growth Fuels Team Growth: To inspire and lead an effective team, you must first grow as a leader. 
  2. Purpose Drives Performance: A team without a clear, compelling purpose is destined to flounder. 

A Pervasive Problem 

I didn’t know it at the time but that team was actually a pseudo team. Not the only one I’ve been a part of either. These team challenges I faced are far from unique.  

 

In education and nonprofits, team dysfunction is a common issue. Whether it’s a PLC (Professional learning Community), a leadership team at the school or central office level, or a nonprofit board, the pseudo team struggle is real!  

 

And emerging and mid-level managers are the ones who bear the brunt of this persistent problem. 

I recently came across an article published by the Center for Creative Leadership that reinforced this idea. A staggering 3 out of 5 top challenges faced by frontline and mid-level leaders relate to people and teams. On top of that, 58% of managers report they need more training in people management to effectively lead teams. 

Before diving into the intricacies of pseudo and real teams and what leaders can do about them, it’s essential to define what we mean by ‘teams’ in a workplace context. 

What is a Team, Really?

We often use the term “team” loosely to describe any group of people working together. However, true teams are more than just a collection of individuals.  

Most of the definitions I came across have a common understanding: A team is typically characterized as a group of individuals working collaboratively towards a common goal.  

However, the effectiveness of that collaboration can vary dramatically.  

They’re a cohesive unit with a shared purpose, strong communication, and mutual accountability. 

Other definitions go beyond shared objectives to include interdependence, clearly defined roles, autonomy in task-related work, and active and regular communication. 

The Illusion of Teamwork

Pseudo teams may appear to be collaborative but often lack the essential components that define effective teamwork.

These groups may meet frequently and engage in discussions, yet their interactions are superficial, lack genuine connection, and don’t translate to lasting positive change for stakeholders. 

They’re masquerading as teams but lack the essential elements of true teamwork. Dancing to different rhythms, working independently rather than collaboratively.  

Red Flags to Spot Pseudo Teams

There are several tell-tale signs that indicate pseudo teaming. Use these 7 red flags to spot pseudo teams in your organization.

Limited Collaboration: Team members work in silos, failing to leverage each other’s strengths and insights. They may get work done individually but there’s no vital interdependence. 

Conflict Avoidance: This one is big! Everyone sees the elephant in the room, but no one will speak up (beyond the breakroom and parking lot, of course). Tension is ignored rather than addressed, fostering increasing resentment and disengagement. 

Low Trust: A lack of trust erodes team morale and hinders effective teamwork. Members do not feel safe sharing ideas or concerns.  

Lack of Shared Purpose: Team members have no shared purpose to keep the team aligned, motivated, and on track. 

Lack of Shared Goals: Team members may have individual objectives and goals, but no one knows how they connect or how what they do fits within the broader vision of the organization.  

Poor Communication: Minimal and ineffective communication hinders progress and collaboration. People don’t respond to emails and if they do, it only happens after repeated pleas to do so. 

Minimal Accountability: Individuals prioritize personal agendas over team goals. There’s no accountability measures and process in place to foster mutual responsibility.  

High-Cost Teams

The consequences of pseudo teams are far-reaching, both to individual team members, the organization at large, and the stakeholders they serve.

CONSEQUENCE #1

Decreased Productivity and Efficiency: Without a shared vision and collaborative effort, teams struggle to achieve their goals. 

CONSEQUENCE #2

Diminished Morale: Isolation and lack of support can lead to decreased motivation and job satisfaction.  

CONSEQUENCE #3

Burnout: With limited cohesive dynamics and effective processes to help them manage stress effectively, burnout tends to take hold.

CONSEQUENCE #4

Increased Conflict: Poor communication and lack of trust can breed misunderstandings and disagreements. 

CONSEQUENCE #5

Quality Failures: The sub-par work leads to mistakes, duplication of efforts, and inconsistent service to stakeholders. 

CONSEQUENCE #6

Increased Barriers: Low-quality or inconsistent service thwarts organizational mission and exacerbates inequities.

It takes courage to stand alone, but greater courage to stand with others.

Helen Keller 

Transforming Pseudo Teams into Real Teams

If you’re part of a pseudo team, don’t despair. With the right mindset and approach, you can turn the tide and create a high-value, high-performing team. Here’s Jonlieu’s 7 P’s framework for developing teams and their collective leadership. Try these strategies to shift from pseudo teaming: 

Build Trust and Psychological Safety

Create a safe and supportive environment where team members feel valued and respected.  

Transforming Pseudo Teams into Real Teams

If you’re part of a pseudo team, don’t despair. With the right mindset and approach, you can turn the tide and create a high-value, high-performing team. Here’s Jonlieu’s 7 P’s framework for developing teams and their collective leadership. Try these strategies to shift from pseudo teaming: 

Focus on People

Expand the team’s focus on who and what the team serves. Keep stakeholders front and center in all discussions and work. 

Transforming Pseudo Teams into Real Teams

If you’re part of a pseudo team, don’t despair. With the right mindset and approach, you can turn the tide and create a high-value, high-performing team. Here’s Jonlieu’s 7 P’s framework for developing teams and their collective leadership. Try these strategies to shift from pseudo teaming: 

Define a Clear, Shared Purpose

Establish a shared purpose that inspires and motivates the team. One that’s grounded in stakeholder needs and a compelling vision of an alternate future. 

Transforming Pseudo Teams into Real Teams

If you’re part of a pseudo team, don’t despair. With the right mindset and approach, you can turn the tide and create a high-value, high-performing team. Here’s Jonlieu’s 7 P’s framework for developing teams and their collective leadership. Try these strategies to shift from pseudo teaming: 

Clarify Priorities

Work together to identify the team’s priorities, objectives, and how to measure progress towards outcomes. As author, Stephen R. Covey stated: “Most of us spend too much time on what is urgent and not enough time on what is important.”

Transforming Pseudo Teams into Real Teams

If you’re part of a pseudo team, don’t despair. With the right mindset and approach, you can turn the tide and create a high-value, high-performing team. Here’s Jonlieu’s 7 P’s framework for developing teams and their collective leadership. Try these strategies to shift from pseudo teaming: 

Establish Collaborative Processes

Work together to create effective processes for facilitating meetings, planning, decision-making, and problem-solving. Be consistent in implementing these and create opportunities to refine and improve the way you work together. 

Transforming Pseudo Teams into Real Teams

If you’re part of a pseudo team, don’t despair. With the right mindset and approach, you can turn the tide and create a high-value, high-performing team. Here’s Jonlieu’s 7 P’s framework for developing teams and their collective leadership. Try these strategies to shift from pseudo teaming: 

Build Partnerships

Mine stakeholder strengths and engage them equal partners in the work of the organization and wider community.

Transforming Pseudo Teams into Real Teams

If you’re part of a pseudo team, don’t despair. With the right mindset and approach, you can turn the tide and create a high-value, high-performing team. Here’s Jonlieu’s 7 P’s framework for developing teams and their collective leadership. Try these strategies to shift from pseudo teaming: 

Increase Team Proficiency

Embed learning opportunities in the flow of work for continuous improvement.

Conclusion

Ultimately, the journey from pseudo teams to real teams requires commitment, effort, and a willingness to grow and embrace change. Change from within and change from the outside-in. 

By implementing these strategies, you can transform a pseudo team into a real team that delivers exceptional results.  

Learn to build real teams through Systemic Team Leadership. Visit Jonlieu’s website to learn more about how we support leaders in nonprofits and education. 

Remember: True teamwork is not just about working together, it’s about working together effectively for the benefit of the people we serve. 

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Improve Learning With These Designer Dispositions

Young Asian woman generating ideas for how to improve learning

Improve Learning with these Designer Dispositions

Leaders of educational and nonprofit organizations face many challenges in their quest to improve learning. From building meaningful partnerships with parents, families, and community partners to ensuring equitable learning opportunities for both the youth and adults they serve. This requires more than just expertise and experience. 

Leaders must possess a mindset geared towards learning and continuous improvement if they are to achieve organizational learning excellence. Fortunately, they have a valuable resource at their disposal: designers. 

Beyond their specific skill sets, designers have a unique set of dispositions and ways of thinking that have much to offer leaders. By effectively cultivating these qualities, leaders can transform their approach to learning and enhance the overall educational experience and outcomes for those they serve. 

What are Designer Dispositions?  

Designer dispositions are a collection of characteristics that shape how designers approach their work. These dispositions enable them to navigate complex challenges and generate creative solutions. 

 

Several common designer dispositions most leaders already know are empathy, adaptability, open-mindedness, and creativity. 

 

But there are several lesser-known designer dispositions that can help leaders improve learning. These less popular dispositions offer unique perspectives and approaches that can enhance leadership effectiveness and promote organizational learning.  

Lesser-Known Designer Dispositions for Learning Leaders 

Learning from Different Industries

Designers excel at extracting inspiration and ideas from seemingly unrelated fields. They understand that boundaries are fluid, blurry, and that by making unexpected connections, they can uncover groundbreaking solutions. They are unafraid to leave the familiar to find out what could be. Leaders who commit to learning from industries besides their own uncover a treasure trove of invaluable ideas that contribute to sustainable learning solutions.

Experimental Mindset

Designers embrace an experimental mindset that involves viewing every challenge as an opportunity for learning and experimentation. They love to tinker, play with new ideas, and try new approaches. They are continuously learning to address complex challenges. Leaders who cultivate the spirit of experimentation don’t let their expertise and previous success get in the way of exploring new ideas and trying new approaches.

One of the greatest threats to better organizational learning is relying too heavily on past actions and knowledge. How might you avoid this pitfall and run frequent experiments to improve learning? Check out the first five minutes of this video, entitled Design like a Scientist. Then, think of how you as a leader might run experiments to learn more from the youth or adults you serve so you can improve their learning experiences.

Integrative Thinking

Another disposition that designers cultivate is integrative thinking. Integrative thinking emphasizes the importance of looking beyond established frameworks, and synthesizing diverse perspectives, disciplines, and sources of knowledge to generate innovative solutions to complex problems.

Leaders who practice integrative thinking tend to challenge conventional wisdom, break down silos, and encourage cross-disciplinary collaboration. This kind of thinking and practice leads to more holistic and effective approaches to problem-solving around organizational learning.  

“The only sustainable solution is one that works for all parties involved.”

Wangari Maathai

Kenyan Environmental Activist and Nobel Peace Prize Laureate 

Sensitivity to Context

Designers are sensitive to the context for which they are seeking solutions. They seek to understand the unique cultural, social, and environmental factors that shape learning experiences and outcomes. Not to check a box but to use insights to create solutions that resonate.

Leaders who are genuinely attuned to context in which they serve are better equipped to improve learning in ways that are contextually and culturally relevant to the diverse needs and preferences of both youth and adult learners. Read Angela’s story to see what this looks like in one organization.

Iterative Mindset

Action-oriented leaders may find themselves trapped in the cycle of simply checking off (or trying to check off?) tasks from their to-do list. I vividly remember a time when a school board likened curriculum development to producing widgets. They inquired about when the curriculum teams would be “done” with their work. What they failed to grasp is that creating learning experiences or curriculum is an ongoing process, constantly adapting to the changing needs of students. 

 

Just as designers refine their work based on feedback and testing, learning leaders can adopt an iterative mindset. What might this look like? Regularly evaluating learning programs or curricula, gathering feedback from various stakeholders, and making data-driven adjustments to continuously improve learning experiences and outcomes. 

Curiosity

Designers thrive on curiosity. It’s the fuel that propels them through the entire design process, from initial problem identification to crafting innovative solutions. Just as a curious designer delves deeper than surface appearances, curious leaders are not satisfied with a surface-level understanding of stakeholders and the context in which they learn.

Leaders who cultivate curiosity ask authentic questions, observe stakeholder behaviors, and research extensively to understand the true problems and needs of their audience. Curiosity is key. It not only uncovers hidden needs of stakeholders but also unlocks leaders’ creative potential and fuels their imagination. This enables them to come up with effective, people-centric learning solutions. 

Systems Thinking

Systems thinking equips designers with a powerful lens to analyze problems, understand stakeholders, and create impactful and sustainable solutions. A core principle of systems thinking is understanding how things connect. This helps designers look beyond the immediate problem and consider the entire system in which it exists.

Leaders who embrace a system thinking approach possess a remarkable ability to perceive the intricate connections among different facets of their organizations. By anticipating unintended consequences, they can design holistic learning programs and interventions.

In conclusion, by cultivating these seven designer dispositions, educational and non-profit leaders can improve learning in themselves and ultimately, in their organizations and communities. This approach cultivates a dynamic and flexible learning environment, empowering leaders to effectively meet the changing demands of stakeholders and make a meaningful impact in their community. 

Which of these dispositions would you like to strengthen? What’s your wisest next step to cultivate this disposition to improve learning?

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Empathy-Driven Solutions: Making a Difference Where it Matters Most

Community members engaged in a Listening Circle

Empathy-Driven Solutions: Making a Difference Where it Matters Most 

For nearly a decade, Angela had been a stalwart leader in her community, navigating the tumultuous waters of the nonprofit sector. However, after the waves of unrest following George Floyd’s tragic murder and the lingering aftermath of the Covid-19 pandemic, the small nonprofit found itself at a crossroads.  

Community events, once the lifeblood and financial backbone of their organization, had ground to a halt. As schools cautiously reopened, volunteers and community programs remained suspended, caught in the grip of uncertainty. 

Within the leadership team, a division emerged. Some pointed accusing fingers at the school district, alleging a reluctance to welcome community services for students. Others, however, saw an opportunity for transformation, a chance to adapt programs, even temporarily, to align with the evolving needs of the community. 

Taking a bold leap, the organization chose an unconventional path. Instead of pushing their district partners for a return to business as usual, with predetermined solutions to their challenges, they opted to engage in listening sessions with school leaders. What unfolded was a dynamic exchange of ideas and a collaborative effort to re-imagine their role in the community. 

Out of these discussions emerged a reinvented set of programs—tailored not just to fill gaps but to bring solace and joy to the students and staff who had weathered the storm of isolation, loneliness, and grief during the pandemic. The organization, rather than imposing its preconceived notions, embraced a spirit of empathy and adaptability, creating a more meaningful and responsive impact. 

In this story of resilience, Angela and her team exemplify a crucial lesson: in times of change, innovation arises not from unilateral decisions but from fostering empathy and open dialogue. By actively listening to the needs of the schools and the community, they transformed adversity into an opportunity to make a difference where it mattered most. 

The narrative of Angela’s nonprofit is a testament to the power of empathy-driven solutions in the face of unprecedented challenges. It stands as a reminder that true community leadership involves not just providing solutions but actively engaging with the evolving needs of the people they serve.  

This article will discuss why empathy is crucial to problem solving and how People-Centered Design (PCD) can enable leaders to create empathy-driven solutions for the challenges experienced by their communities. Now, let’s dive straight into it. 

Empathy and Problem-Solving 

In the realm of problem-solving, empathy acts as a bridge between individuals, fostering a deep connection that transcends mere analysis. Contrary to what some might think, empathy is not about walking in someone else’s shoes. The fact is, we really can’t do that. Instead, empathy allows leaders to decipher the nuanced layers of a situation, unraveling complexities, and uncovering potential solutions that resonate with the diverse needs and experiences of those affected.  

Instead of leading with assumptions and a “fixer” mindset, leading with empathy provides profound insight into the perspectives, struggles, and aspirations of the people most proximate to the challenge we’re aiming to solve.  

Theresa Wiseman outlines four key attributes of empathy that can help leaders find solutions that are not just technically sound but profoundly human: 

  • Perspective taking or seeking to understand what the experience is like for someone 
  • Listening with non-judgment 
  • Recognizing someone’s feelings and reaching back into our own experiences with those feelings to understand and connect 
  • Communicating our understanding of their feelings 

Here are 8 reasons empathy is crucial to problem solving: 

Understanding Diverse Perspectives

Empathy allows leaders to see issues from various viewpoints, enabling a comprehensive understanding of the complex factors at play. 

Enhanced Communication

Empathy fosters open and honest communication, creating an environment where individuals feel heard and understood, in more effective problem-solving discussions. 

Building Trust and Collaboration

When people feel that their concerns are genuinely acknowledged by leaders, they build trust, an essential ingredient in working together to solve problems.

Identifying Root Causes

Empathy goes beyond surface-level symptoms, helping leaders delve into the underlying emotions and motivations that contribute to challenges.

Conflict Resolution

Empathy plays a vital role in resolving conflicts by promoting understanding and encouraging compromise, leading to solutions that are acceptable and beneficial to all parties involved.

Adapting to Change

Empathy equips leaders with the ability to adapt to evolving situations by understanding the shifting needs and emotions of those affected, ensuring solutions remain relevant over time.

Reducing Bias

By actively seeking to understand the experiences of others, empathy helps mitigate biases that may hinder objective problem analysis, leading to more impartial and equitable solutions.

Promoting Innovation

Empathy fuels innovation by encouraging leaders to think beyond conventional boundaries, considering diverse perspectives and ideas that may lead to groundbreaking solutions. 

Some people think only intellect counts: knowing how to solve problems, knowing how to get by, knowing how to identify an advantage and seize it. But the functions of intellect are insufficient without courage, love, friendship, compassion, and empathy.

Dean Koontz

A Framework for Empathy-Driven Solutions 

People-Centered Design (PCD) is a framework that enables leaders to create empathy-driven solutions with their communities. There are five interrelated, iterative phases, each of which is deeply rooted in empathy. See our explanation below about these phases: 

Empathize to Understand 

The foundation of PCD is empathy, which encompasses actively engaging with stakeholders to better understand their experiences, strengths, concerns, and aspirations, through a variety of strategies, such as active listening, interviews, observations, and surveys. 

Define and Reframe 

With a wealth of insights gained through empathetic engagement, leaders define and reframe the problem, synthesizing the diverse perspectives and experiences of stakeholders into a good problem statement. In addition, success criteria are established to verify the feasibility of possible solutions.  

Ideate 

This dynamic phase draws upon the collective intelligence of the stakeholders. It emphasizes divergent thinking and creativity to generate ideas to address the identified problem. In this phase, no idea is dismissed. Instead, each suggestion is valued for its potential to solve the problem.  

Create  

This phase of PCD involves building small-scale versions or prototypes of the proposed solutions. These might be physical or digital versions, with which stakeholders can interact and offer feedback. Examples might include rough sketches, models, or mock-ups to verify the practicality of the idea. It also helps leaders bridge the gap between ideation and implementation. 

Test and Refine 

The final phase of the Problem-Centered Design process centers on testing and refinement. Solutions are subjected to rigorous evaluation involving further stakeholder feedback and input. This iterative process ensures that solutions evolve in response to real-world testing. Necessary adjustments are made to ensure the final solution aligns with the needs of stakeholders. 

Real Impact Where it Matters Most

Empathy stands out as one of the most underrated tools for creating sustainable solutions to the complex challenges facing schools, nonprofits, and the communities they serve. By seeking to understand the strengths, perspectives, and lived experiences of individuals and communities, leaders can create empathy-driven solutions and make a real impact where it matters most.  

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People-Centered Leadership for Schools and Nonprofits

Leader listening to stakeholders and encouraging perspective-sharing

People-Centered Leadership for Schools and Nonprofits 

The idea of People-Centered Leadership has become a ray of hope in the constantly changing field of nonprofit and educational leadership, providing creative answers to the intricate problems that face organizations.  This article will discuss how People-Centered Design can herald a new era of effective, equitable, and collaborative leadership for schools and nonprofits. So, let’s get started.  

The Current Leadership Landscape 

Both educational and nonprofit leaders grapple with multifaceted issues, from systemic inequities and disparities to dwindling staff morale and the ubiquitous menace of burnout. 

Distrust among stakeholders can often be traced back to traditional, top-down, deficit-based leadership models that leave little room for collaboration or inclusivity.

The status quo is no longer sustainable, and the need for a more holistic approach is paramount. 

How is people-centered leadership different from traditional leadership approaches? 

People-centered leadership starkly contrasts with traditional leadership approaches in several fundamental ways. Here’s a breakdown of how these two approaches differ: 

Focus on People vs. Hierarchy

People-Centered Leadership: This approach prioritizes individuals within the organization—students, families, staff, community members, or funders. It acknowledges that every individual’s unique needs, ideas, and perspectives contribute to the organization’s success. The focus is on creating a supportive, inclusive, and collaborative environment. 

Traditional Leadership: Traditional leadership often adheres to a hierarchical structure where decisions flow from the top down. It can sometimes be more focused on maintaining the status quo and adhering to established processes, with less emphasis on stakeholders’ individual needs and contributions. 

Listening and Empathy vs. Authoritarianism

People-Centered Leadership: Active listening and empathy are cornerstones of this approach. Leaders take the time to genuinely hear and understand their stakeholders’ concerns, ideas, emotions, and lived experiences. They use this understanding to inform decision-making, creating a more compassionate and responsive leadership style. 

Traditional Leadership: Traditional leadership tends to be more authoritative, with leaders making decisions based on their own perspectives and assumptions or the organization’s established culture and norms. The emphasis is on the leader’s authority rather than building relationships and understanding the diverse viewpoints of stakeholders. 

Collaboration vs. Top-Down Decision-Making

People-Centered Leadership: Collaboration is at the heart of this approach. Leaders actively involve stakeholders in decision-making, recognizing that diverse perspectives lead to better, more innovative solutions. This promotes collective ownership and shared accountability. 

Traditional Leadership: Traditional leaders often make decisions independently or within a small, closed circle of decision-makers. This top-down approach can lead to resistance from stakeholders who feel excluded from the decision-making process. 

Continuous Learning vs. Rigid Structures

People-Centered Leadership: In a dynamic world, people-centered leadership promotes continuous learning. Leaders are open to adapting, evolving, and embracing change. They see themselves as learners alongside their team and value ongoing professional development. 

Traditional Leadership: Traditional leadership may cling to rigid structures and established practices, sometimes resisting change or adaptation. This can hinder the organization’s ability to respond to new challenges effectively. 

Transparency and Trust vs. Secrecy

People-Centered Leadership: Transparency and accountability are key principles of leaders who embrace people-centered principles. Leaders openly communicate their decisions and actions, building trust among stakeholders. This transparency fosters trust and credibility. 

Traditional Leadership: Traditional leadership may sometimes operate with a degree of secrecy, delaying communication about decisions that impact stakeholders, or worse yet, waiting until stakeholders hear from other sources. This lack of transparency leads to distrust.

The Impact of People-Centered Leadership 

Now, you might wonder how adopting a people-centered leadership approach could impact your organization positively. Let’s delve into some compelling reasons why embracing people-centered leadership can make a significant difference, not only with the people you serve, but also for your organization’s mission. 

Enhanced Problem Solving 

People-centered leadership involves including stakeholders in problem-solving, ensuring that diverse perspectives are not only considered but also contribute to solutions. Welcoming this approach leads to innovative and practical solutions to complex problems. This results in developing more innovative and efficient solutions.

For example, a school that adopts people-centered leadership involves teachers, social workers, counselors, students, and families in problem-solving around chronic absenteeism. Together, they develop creative strategies based not only on research and evidence-based practices but also based on their students’ and families’ perspectives and lived experiences.

Improved Stakeholder Engagement 

When individuals feel heard and valued, they become more engaged, for the benefit of the organization and community. This boosts morale and leads to a stronger sense of community. Imagine a nonprofit board making the shift to people-centered leadership. Instead of brainstorming solutions they think will work based on assumptions, they succeed in improving engagement by actively involving staff, volunteers, funders, and community members, in shaping or reshaping programs and service offerings based on their community’s actual needs, concerns, and aspirations. 

Reduced Burnout 

By acknowledging the needs and well-being of stakeholders, leaders can proactively address issues that contribute to burnout. Rather than coming up with programs they think will motivate employees to prioritize their wellbeing, a school district might make it safe enough for staff to challenge the status quo by naming organizational barriers that contribute to stress and burnout and sharing potential solutions to remove those barriers. A supportive and caring environment created through people-centered leadership can significantly reduce stress and improve employee retention.  

Equitable Experiences and Outcomes 

In nonprofit organizations, people-centered leadership can help promote a safer, more equitable environment, for marginalized communities. Instead of clinging to “how we started” and “what we’ve always done,” organizations could engage in the hard work of intentionally listening to the communities they serve to understand the true impact of their policies and practices and make real changes based on stakeholders’ perspectives and lived experiences. This can lead to more equitable experiences and outcomes for the communities served by the organization. 

Trustworthiness and Credibility 

Leaders who practice people-centered leadership are seen as trustworthy and credible by their stakeholders. This trust is invaluable in building strong, lasting relationships.  Take, for instance, a charitable organization who is struggling to grow in a post-pandemic environment. The leadership’s decision to take a transparent approach to resource allocation goes a long way to building trust among donors and partners, leading to increased support and collaboration. 

People–Centered Design: The Way Forward

People-centered design is the way forward for leaders in education and nonprofit organizations who recognize the limitations and negative impact of the traditional approach to leadership; and who want to solve complex challenges while caring for the people they serve. It provides a single framework and road map for creating a collaborative, empathetic, and solution-oriented leadership approach.  

People-centered design in leadership is a holistic approach that places individuals’ needs, perspectives, and experiences front and center in decision-making and problem-solving.  

The time for change is now, and people-centered design is your compass to navigate the unprecedented complexities of the world in which we now live. 

By cultivating people-centered leadership, you have the potential to create a transformative impact on your organization and, ultimately, on the lives of those you serve. The future is people-centered; together, we can lead the way to a better tomorrow.  

Visit our website at Jonlieu to discover more resources, tools, and leadership stories that will inspire and guide your journey toward a brighter, more inclusive future. 

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K12 Nonprofits

People-Centered Design in Learning: Revolutionizing Education

Educational leader listening and learning about students' experiences at school

People-Centered Design in Learning: Revolutionizing Education

The conventional methods for creating learning experiences have frequently fallen short in a society where education and learning are essential for children and adults. 

The generic nature of these traditional approaches makes it difficult for them to relate to each learner’s unique interests and goals. 

Disengagement occurs because they need to take learner input and feedback into account or adapt to it. 

Here, “People-centered Design in Learning” (PCD) emerges as a game-changer, giving education a new lease on life. So, let’s dive deep into it. 

The Power of People-Centered Design in Learning 

What is People-Centered Design? 

People-centered Design in education (PCD) is an innovative approach to creating learning experiences that prioritize the learner’s perspective, interests, and needs.  

It goes beyond the traditional one-size-fits-all model of education and emphasizes empathy and engagement throughout the development of learning experiences. 

Educational leaders in K-12 and nonprofit leaders who offer learning opportunities for youth and adults need to understand the potential of PCD in reshaping education. 

Breaking Free From Cookie-Cutter Learning

The problem with conventional learning experiences is their cookie-cutter nature. They are often created with a standard curriculum, disregarding the unique qualities of each learner. This disconnect results in disengaged learners and limited retention of information. PCD, on the other hand, ensures that every learning experience is tailor-made, aligning with the learner’s interests, goals, and preferences. 

People-centered Design in learning is all about understanding the individual. It recognizes that every learner has unique interests and personal goals. 

By aligning the content and structure of educational experiences with these individual factors, PCD ensures that learners are engaged and motivated to learn. It allows them to see the relevance of what they’re studying in their own lives. 

For example, a learner passionate about environmental sustainability embarks on projects that tackle real-world problems. A budding artist incorporates their passion into history lessons, creating an engaging visual representation of historical events. 

This is the potential of People-centered Design in learning. Traditional education tends to confine learners to a rigid structure, but PCD reimagines the learning context, allowing each learner to thrive by integrating their individuality into the learning experience. This shift from uniformity to personalization is at the heart of the revolution in education that PCD offers. 

Why Shift To People-Centered Design in Learning?

Traditional design approaches, which have been the norm for years, now face increased scrutiny due to their limitations. Shifting to People-centered Design (PCD) in learning offers many compelling reasons to transition from conventional methods. Let’s explore why it’s imperative to move away from traditional approaches and embrace PCD: 

Addressing Individuality 

Traditional approaches often treat learners as a collective, ignoring each student’s unique needs and interests. People-centered design for better learning acknowledges that every learner is distinct and that their educational experiences should reflect that individuality. This recognition of diversity and individual needs is vital for effective learning. 

Fostering Engagement 

Traditional designs frequently result in disengagement because they are disconnected from life experiences, leading to boredom and apathy. Learners need to see the relevance of what they’re taught to their lives. PCD, on the other hand, captures and sustains learner interest by connecting educational content to personal goals and interests. 

Enhancing Retention 

One of the primary goals of education is to ensure that knowledge is retained and can be applied effectively. Traditional methods often need to improve, as they fail to establish a strong connection between what is taught and how it can be practically used. PCD’s emphasis on relevance and personalization significantly improves retention rates. 

Empowering Learners 

Traditional approaches tend to be top-down, with educators or instructors making most decisions. Learners may feel disempowered and disconnected from their education. PCD actively involves learners in designing and improving their learning experiences, fostering a sense of ownership, agency, and empowerment. 

Nurturing Critical Thinking and Problem-Solving Skills 

The capacity to think critically and solve problems is more vital than ever in a rapidly changing society. PCD encourages learners to actively participate in the design process, making them more adept at problem-solving and critical thinking. This goes beyond just academic knowledge and equips them for real-life challenges. 

The Phases of People-Centered Design in Learning 

To fully appreciate the potential of PCD, educational leaders and nonprofit leaders should understand how this approach works in practice. PCD encompasses three primary phases that collectively revolutionize the learning experiences offered: 

Phase 1: Empathy and Understanding 

PCD starts with a deep dive into understanding the learners. This phase involves conducting interviews, surveys, and observations to grasp each learner’s unique needs, interests, and motivations. Empathizing with the learner makes the design process more aligned with their requirements. 

Phase 2: Ideation and Collaboration 

The next step is creativity, where educators, designers, and learners collaborate to generate creative solutions to learning challenges. This collaborative approach ensures that all stakeholders have a say in shaping the learning experience. The result is content that resonates with the learners. 

Phase 3: Prototyping and Testing 

In PCD, rapid prototyping creates preliminary versions of learning materials and experiences. These prototypes are then tested with actual learners, and feedback is actively collected. Based on this feedback, adjustments are made, making the learning experience more engaging and effective. 

PCD doesn’t stop here; it emphasizes the need for continuous improvement. Feedback loops and data collection mechanisms are embedded throughout implementation to ensure that the learning experience evolves with the changing needs and preferences of the learners. 

Adopting People-Centered Design in Education 

The Design of learning experiences for children and adults is at a critical juncture, and traditional methods must be revised. A potent and revolutionary alternative has developed in learning: people-centered Design. 

It’s time to embrace People-centered Design in education and transform how we learn and teach in this era of rapid change and growing diversity in educational settings. By enabling personalized, interesting, and successful learning experiences, we can build a more promising and inclusive future for learners of all ages. 

To get your PCD sessions off to the perfect start, contact a “PCD expert” through Jonlieu’s website. Jonlieu has the expertise to help you navigate the PCD process and ensure your educational offerings are learner-centric. You can revolutionize how you teach and learn by embracing PCD and working with Jonlieu’s design specialists, paving the way for a better future for your learners, staff, and community. 

With Jonlieu, your entryway to changing education, you can unleash the boundless potential of People-centered Design in learning. Start now and transform the way you teach and learn. 

Categories
K12 Nonprofits

Safe Spaces, Bold Solutions: The Power of People-Centered Design

Nonprofit staff participate in a community listening circle

Safe Spaces, Bold Solutions: The Power of People-Centered Design

In the heart of a small school district, a new leader named Carol embarked on a mission that would come to redefine her career and the community she served. Bursting with enthusiasm and armed with a wealth of experience in steering special academic programs, Carol faced an immediate challenge: a longstanding issue that had torn the community apart. With a sense of purpose, she dove headfirst into the task, aiming to create bold, new solutions to the daunting challenge. 

In the whirlwind of her arrival, Carol’s eagerness to fix things swiftly led her to unilaterally craft a comprehensive plan, with full expectation that it would earn unanimous approval from the school board and the appreciation and gratitude of the community. But what unfolded next caught her completely off guard. Her well-intentioned approach backfired dramatically. 

A storm of fury swept through the district. Staff, parents, and community members, feeling excluded and unheard, unleashed their discontent in a torrent of impassioned emails, marathon school board public comment sessions, and a flurry of scathing Letters to the Editor in the local newspapers. Instead of bridging the divides, Carol’s actions widened the chasm, breeding resentment, plunging morale among the staff, and sowing seeds of distrust in the district’s leadership.  

In the wake of this turmoil, the entire plan lay in ruins, like broken glass. Carol found herself at a crossroads, with the difficult task of picking up the pieces.  

As much as she tried to course-correct, the damage was already done. 

The truth was painfully clear: Carol’s good intentions cemented the path to deeper discord. The aftermath, bitter as it was, could have been avoided, if only she had understood the importance of creating psychological safety while developing solutions to challenges.

Psychological Safety: A Prerequisite to Solving Complex Challenges 

So, what exactly is psychological safety? According to author Timothy R. Clark, psychological safety is a condition in which people feel included and safe to learn, contribute, and challenge the status quo. When people feel psychologically safe, they’re more likely to share their ideas, perspectives, and lived experiences. And these are vital to creating better solutions.  

For educational and nonprofit leaders, psychological safety is the bedrock on which community and collaboration thrive. Without it, leaders don’t stand a chance of overcoming the persistent challenges impacting their communities. 

But why do so many leaders neglect psychological safety and jump right into problem solving mode? Well, I can think of a few reasons. Many leaders cave in to the external (and sometimes internal) pressure to create solutions on their own. They want to be perceived as competent problem solvers. Some leaders see the urgency of the challenge and think they’re losing precious time by involving stakeholders. And then there are other leaders who have a deficit mindset, who don’t believe their communities have what it takes to solve problems that affect them. But all these leaders tend to reap negative consequences of such beliefs and attitudes.  

In the end, they, like Carol, lose far more than time, face, and approval…they lose the trust of those they serve. And once trust is gone, the community is robbed of a sense of ownership, agency, and collective efficacy, some of the very things that lead to sustainable solutions. 

People-Centered Design: One Framework, Two Goals  

People-Centered Design is a solution-finding framework that helps leaders prioritize two goals: psychological safety and bold solutions. Here’s a quick overview of the five non-linear phases and how they help leaders achieve both goals: 

Empathize to Understand

This initial phase involves developing an understanding of stakeholder perspectives and lived experiences, giving leaders insights into their strengths, challenges, and aspirations and making people feel heard, valued, and included as vital contributors to solution-finding. 

Define and Reframe

Leaders then analyze the information gathered to define the core issues and challenges, ensuring a clear understanding of the problems to be solved. They reframe the challenges as actionable problem statements from stakeholders’ perspectives and identify solution criteria validated by stakeholders.

Ideate

Once leaders understand the problems to be solved and what their community desires, they bring diverse stakeholders together in a creative brainstorming process to generate a wide range of ideas. This phase promotes learner safety and contributor safety through fun, out-of-the-box thinking activities. 

Create

With promising ideas identified, leaders can develop prototypes or mock-ups, transforming conceptual ideas into physical or digital forms that stakeholders can interact with, and providing them with a clear vision of the potential solutions. 

Test and Refine

Leaders then try out small scale solutions in context so that stakeholders have opportunities to offer their valuable feedback. Stakeholders feel safe to challenge ideas and leaders make necessary improvements, ensuring that the final solution aligns perfectly with their community’s needs and expectations. 

In Carol’s story there lies a powerful lesson in the importance of nurturing psychological safety while seeking solutions to organizational challenges. It’s a reminder that true progress is not merely about developing and implementing solutions but about weaving a tapestry of understanding, compassion, and collaboration. It’s a call to create spaces where every voice matters. 

Categories
Nonprofits

Designing A Better World: People-Centered Design For Nonprofit Leaders

Community members engaged in Restorative Practices Circle

Designing A Better World: People-Centered Design For Nonprofit Leaders

Countless non-profits feel like they’re fighting an uphill battle, striving to meet community needs and stay afloat, with limited resources. Without the right approach, making a lasting difference in your community seems elusive at times.

Like any company, non-profits face a wealth of daily challenges. From attracting and retaining donors and generating revenue, to managing staff and volunteers and meeting community needs. But more serious issues lurk beneath the surface, namely, the ongoing struggle to engage communities on a deeper level. Gone are the days when it’s enough to simply claim that your organization is making a difference. To stay relevant, redesigning the way you operate and deliver services is crucial. 

And that’s where people-centered design comes in, helping non-profits solve complex challenges while promoting psychological safety for stakeholders, so they feel included, and safe to learn, contribute, and challenge the status quo.

People-centered design is a game-changing approach to non-profit learning and engagement that places your people at the heart of all you do. It’s about co-designing programs with your clients and donors – not for them – to help you increase community engagement as a non-profit. By working with the individuals and families you aim to serve, you can more clearly pinpoint their strengths, goals, and aspirations, and collaboratively outline the blueprint required to achieve them.  

Applying people-centered design principles and practices deepens your understanding of your audience through empathizing, listening, and using their feedback to transform the way you serve your community.  

Ask yourself: 

• Who am I trying to reach? 

• What does my organization stand for? 

• What does my audience stand for? 

• How can I offer more value based on their influence? 

Why People-Centered Design? 

Putting people first is the most powerful way to make a lasting difference in your community. By far, it will be the sharpest problem-solving instrument in your toolbox, empowering you to create better solutions to bigger problems that you can’t do without your community’s support. Leading with people-centered design helps you redefine your programs based on the needs of the people you serve. Are you ready to serve your community better? You’ll be amazed at how people-centered design will help you:

Build stronger relationships with the people you serve

Destroy silos and embrace more diverse perspectives

Use community outreach to unearth crucial data from the source

Solve tough community challenges through creative approaches that challenge conventional methods

Discover unexpected solutions to improve results

Remove the guesswork from the design and development process

Ensure the important work you do achieves the results you desire

Reimagine Non-Profit Learning & Engagement  

At Jonlieu, we firmly believe that human-centered thinking must become the norm for non-profits and the communities they serve. Our programs help non-profits just like yours truly transform communities through the power of people-centered design. If you’re ready to roll up your sleeves, join forces with Jonlieu to initiate lasting change in your community, let’s chat. 

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Categories
K12

Designing Better Learning: People-Centered Design in K-12 Schools

Principal in discussion with two colleagues about student engagement

Designing Better Learning: People-Centered Design in K-12 Schools

School Principals don’t have it easy. The hundreds of students in your care rely on you and your workforce to prepare them for life in the real world, and you’re under an immense amount of pressure to shape them into the leaders of the future. Improving learning outcomes is crucial, but it’s only half the story.  

 

True education success lies in creating a CULTURE where everyone feels valued, included, safe to contribute, and brave enough to challenge the status quo, all in a world plagued by unpredictability and disruption at every turn. 

That’s where people-centered design comes in, a problem-solving tactic that puts your people at the heart of the learning and development (L&D) process. From developing curriculum to shaping your school’s unique culture, human-centric design is about taking the time to understand exactly what your students and educators need, and designing your learning & engagement processes from there. 

Dr. Prabhjot Singh once said that we spend so much of our time designing the bridge, but not enough time thinking about the people who will be crossing it. This is the essence of people-centered design, especially in education – the bridge needs to be built with their needs in mind.

To help learners thrive, human-centered designers typically ask three key questions: 

1: Why aren’t learners engaged? 

2: What problems do we need to solve? 

3: How can we meet the needs of the learners we’re solving these problems for? 

Why People-Centered Design? 

Human-centric design is the best way to turn bored students into engaged and enthusiastic learners. That’s why your people must be a key part of the curriculum- and culture-development process. Education design that keeps people at the core helps you:

Create learning material and EXPERIENCES that meet students where they are

Leverage the ancient power of storytelling to humanize L&D

Stop wasting money, time, and resources on wasteful guesswork

Create a learning & engagement framework that staff can learn and improve upon with time

Use learners’ unique challenges to inform learning & engagement experiences

Use data to understand what’s working (and what’s not) and make relevant changes

Help students learn more effectively and retain knowledge with more ease

Fuel pupils’ curiosity and make learning FUN, without making it distracting

Cater to their unique motivations, challenges, and learning styles

Encourage learners to give their best and avoid boredom and burn-out

Tap into students’ untapped academic, emotional, and social potential

Bring the authenticity of human interaction into the educational arena

Reimagine Learning & Engagement at School

Create Empowering Education Experiences With Jonlieu 

When it comes to education, placing humans at the heart of all you do makes all the difference. While many other approaches focus on objectives and milestones, we focus on the experience to help learners thrive beyond the classroom. To learn how Jonlieu can help you bring people-centered design into your school or nonprofit to start improving learning outcomes, start a conversation with our team today. 

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