{"id":22245,"date":"2024-11-27T20:30:04","date_gmt":"2024-11-28T01:30:04","guid":{"rendered":"https:\/\/uniquecoaching.ca\/two-tools-to-anticipate-in-times-of-uncertainty\/"},"modified":"2025-01-03T06:42:39","modified_gmt":"2025-01-03T11:42:39","slug":"two-tools-to-anticipate-in-times-of-uncertainty","status":"publish","type":"post","link":"https:\/\/uniquecoaching.ca\/en\/two-tools-to-anticipate-in-times-of-uncertainty\/","title":{"rendered":"Two tools to anticipate in times of uncertainty"},"content":{"rendered":"

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Don’t you find it difficult to anticipate lately? I don’t know about you. Me, in uncertainty, I need landmarks, so does my team and Unique coaching! Here are two tools to anticipate in times of uncertainty. <\/strong><\/p>\n

These tools come from the brainstorming carried out as part of the creation of our new Acting in Uncertainty<\/a> training.<\/p>\n

As in everything, it was necessary to prioritise, in relation to relevance and time, as well as the common thread of the training (the objective of the training). <\/p>\n

Here are two tools to anticipate that are not found in the Acting in Uncertainty<\/a> training?<\/p>\n

Let’s start by defining agile anticipation, then the tools.<\/p>\n

 <\/p>\n

Agile anticipation<\/h2>\n

What is your general definition of anticipation? I often hear that it is a question of planning, of taking the time to assess the situation. <\/p>\n

Agile anticipation is observing around + seeing the impacts and consequences, then acting (deciding or doing).<\/p>\n

So, it’s not JUST planning. There is really a question of openness to what surrounds us. Opening up to the market, to the context, observing what is happening, how others are like, how we feel. <\/p>\n

 <\/p>\n

Case in point:<\/span><\/p>\n

Let’s say I want to offer a new training, because I have a great idea, right now. To anticipate in agile mode, before taking action, I will take a step back. This time can be very short, or more exhaustive. <\/p>\n

Observe<\/strong>: Is this the right time to offer this training? What do I know about the market? What do I control? Who are my strangers? Is this training aligned with my objectives or mission? <\/p>\n

See the impacts and consequences:<\/strong> if I take the time to create and launch this training, what impacts and consequences will it have on our operations, our priorities?<\/p>\n

Then I decide, or I do (I act<\/strong>).<\/p>\n

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Agile anticipation is observing, being aware of the impacts and consequences in order to act (decide or do).<\/span><\/p>\n<\/blockquote>\n

 <\/p>\n

Tool #1: Flags<\/h2>\n

During a planning or operational update meeting with your team, or on your own with your own work plan or todo list<\/em>, indicate a red, yellow or green flag next to a task.<\/p>\n

It’s very simple, you might say.<\/p>\n

That’s why it’s effective.<\/p>\n

Because to do that, you’re going to have to ask yourself a few questions: what makes you put a red, yellow or green flag? The risk? The impacts on operations? The delays? Oops, you forgot to talk to a colleague about this task??<\/p>\n

? To take the tool further, share your list with colleagues for discussion. This allows you to see what you may not see! <\/span><\/p>\n

Like what:<\/span><\/p>\n

Everyone puts a flag on the same project or task. If you don’t have the same flag, it can generate a great opportunity to clarify, adjust, and anticipate in a more accurate way. <\/p>\n

 <\/p>\n

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Anticipating means asking the right questions to have clarity on reality.<\/span><\/p>\n<\/blockquote>\n

 <\/p>\n

What to do with the flags?<\/strong><\/p>\n

To complete the anticipation process, indicate the proactive actions you can take on the yellow or red flags. The idea is to avoid falling into a reaction. Anticipating is not JUST observing either. Acting on what you see allows you to anticipate in an agile way. <\/p>\n

Make a simple action plan for yellow or red flags, in the form of a 4-column table: who \/ what \/ when \/ comments.<\/p>\n

 <\/p>\n

Tool #2: The Premortem<\/h2>\n

The 2nd tool for anticipating and the premortem. I love this tool because it can be quite fun, and since we need some joy these days, I love it even more! <\/p>\n

Here is the canva:<\/p>\n

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Essentially, we think about what could cause the project not to succeed. Often, doing a counterintuitive exercise allows you to have a new vision, and it changes! <\/p>\n

 <\/p>\n

The method:<\/h3>\n
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  1. Alone or in a team, fill out the canva. I prefer to start with an individual version and then a team sharing. <\/li>\n
  2. After sharing, prioritize items that could go wrong. What is the highest priority should be the most “dangerous” to the success of the project. <\/li>\n
  3. Then, together, brainstorm to find out what you can do or decide to anticipate, and thus, facilitate the success of the project. Your ideas for mitigating risks. <\/li>\n
  4. Follow up during the project!<\/li>\n<\/ol>\n

    The elements of the premortem:<\/h3>\n