- Gives a brief summary of a situation they encountered.
- Describes what outcome they would like to take away from the PRISM discussion.
- Listens to the questions raised by Peers and answers clearly and succinctly, without entering into a continuous dialogue.
In turn, each Peer asks the Seeker one of the following questions:
- Stand in the shoes of the other person(s) in the situation. What did they really need from the situation or you?
- Stand in the shoes of someone similar to yourself. What could they advise you to do differently?
- Stand in the shoes of someone you consider an excellent role model. What skills would they use to meet the outcome you want?
- Stand in the shoes of a doctor/politician/teacher/ artist/multi-millionaire/CEO/tribal Chief/parent, ancestor or other.
How would they approach the situation?
The Seeker only answers the following question:
- Having stood in the shoes of those other people, what could you do in the future?
Achieving Successful Outcomes
The true effectiveness of PRISM depends on how well groups keep to guidelines, common understandings, ethical considerations and organisational expectations. These are the ground rules which allow for a safe environment for all participants and assist in keeping the process on track.
Here are the top ten:
ONE : Agree to a common understanding that:
- Participants can learn and are capable of growth.
- Participants can receive value and are capable of contributing value regardless of experience and designation.
- Participants are self-directed and therefore can choose to take what is of value to them personally from a PRISM session, and leave the rest.
TWO : Have a group Facilitator:
The facilitator’s role is to guide the process within PRISM, and keep everyone on track.
THREE : Keep to one speaker at a time:
This ensures group members know who they should be listening to.
FOUR : Respect individual differences and perspectives:
All participants bring different perspectives, and therefore offer thoughts and experiences that could be of use to others.
The intention of the group is to foster an environment of mutual respect, understanding and trust.
FIVE : No dialogue between the Seeker and the group unless the process stipulates: This ensures there is listening, and it removes the opportunity for negative comments such as “I’ve done that before with someone else, it won’t work…”
SIX : Keep names and personal information confidential:
This focuses on the solution as opposed to the person and removes the ‘exceptions’ that might otherwise be given to certain persons.
It also does not predetermine failure about a person because they have a ‘history’ and helps keep to the core issue.
SEVEN : Speak in ‘I’ statements:
When speaking, participants should refer to themselves using ‘I’ statements. For example: “There was a time when I felt…” rather than “You should…”. Do not make judgement statements, give advice or make assumptions about the Seeker or others, unless the process requires it. It can feel uncomfortable at times not to jump in however the Facilitator needs to be strict about this!
EIGHT : Increase people’s choices and opportunities:
Provide feedback to others that is generous. It is meant for consideration and another way of dealing with issues, which increases the choices and opportunities available to the Seeker. The Seeker has the freedom to choose what is best for them, and decide what to do.
NINE : Declare conflicts of interest:
Where a participant feels they have a conflict of interest, they can declare it and choose to stay in the process or observe. This keeps communication transparent.
TEN : Be kind to each other:
Build others up and support everyone to be their best selves.
Don’t progress with deeply personal issues.
Wishing you well with PRISM.
Have fun, gain insight, laugh loudly and enjoy the process.
A list of questions to ask the Seeker during a session to help others gain clarity, evaluate their situation, brainstorm ideas and find solutions, etc.
Understanding the situation or context:
- Could you tell me more about that please?
- Can you give me more detail about what you did specifically?
- What did [x] say or do?
- How did others see it?
- What happened after that?
- What exactly did you say?
- Is that all? Is there anything you have missed out?
- What have you tried so far? What worked? What didn’t?
- What else can you remember about…?
- What led you to…
- What eventually happened?
- What kind of feedback did you get?
- What was the outcome?
Defining the issue:
- What do you think the problem is?
- What are your assumptions about…?
- How much do you assume to be true?
- How do you know that is true?
- What are the facts?
- What is the evidence?
- What is the connection between…..and…..?
- What if the opposite were true? Then what?
- How might your assumptions about… have influenced
- how you are thinking about…?
- Understanding their intention:
- What was your intention when…?
- What did you hope for?
- What did you wish for?
Understanding how they feel about themselves:
- And how did you feel about that?
- What was your role in the outcome?
- How much of a problem is this really for you?
Brainstorming for options:
- What are options for meeting your outcome?
- What else? And, then what else?
- What other alternatives are there?
- What might others suggest you can do?
Choose a Value
Being the best
Clarity of mind
Inner harmony Inquisitiveness
Make a difference
Your org’s values