Case Studies

How are CCS Cards used by facilitators and coaches around the world to help them do the job they were brought in to do?

Sharing lived experience — and surprising a CEO!

Facilitator and coach, and Certified CCS Practitioner, Natasha Facci, talks about how using CCS Cards to create psychological safety led to deep sharing of lived experience between participants that completely surprised the CEO of the organisation.

Rebuilding trust — a team mediation

Sian Mertens, Organisational Development leader and coach, talks about how she used CCS Cards as a key tool to help rebuild trust between team members experiencing intense friction coming out of COVID lockdown.

FROM THE FIELD

Building trust in a team

The situation:
I was required to facilitate a session of 20 participants on how to better manage conflict and difference when it arises in the team — trust was pretty low in the team at present. I had a plan for how I was going to use the CCS cards but at the last minute, I had to unexpectedly change the second activity.

Outcome:
"They (independently of me) decided to create a five-step conflict management plan that they then all agreed to follow. They were so impressed with the cards and the process."

What did the facilitator do?

Part 1:

I started working with the group after lunch and the cards really helped to avoid the usual post lunch slump.

The first thing I asked them to do was to think of five important people in their life and then go through their packs to find cards to represent how they might describe you. They were then paired up to share their cards and this was followed by each person introducing the person they had just learned more about to the whole group.

The group loved this activity because although most of them knew each other quite well, they ended up gaining a deeper understanding of what was most important to each of their colleagues.

The next step of this activity was to discuss the differences and similarities that were evident between all the stories. The list of similarities was long and the list of differences was short. A perfect outcome when you are working on increased connection.

Part 2: a change of plan

I had been planning to do a second activity that would help them define their ideal team, but the morning session run by someone I not previously met, had more or less done that.

I had to change the session to something that was a bit more specific to the needs of this particular group. I asked each person to think about a time when they had seen a big conflict managed really well. Most looked at me blankly. I then asked them to think about a time when they had seen a small conflict managed well, and faces lit up a bit. I asked them to think what it was about that example that they liked and to choose between one and three cards to represent that example.

In groups of five sitting around a table, they were then asked to agree on five things that they would like to see happening when conflict arose within their team. The next step was for the whole group to form a (COVID safe) circle standing around their small group sets of five.

Again, they were asked to create a single set of five and off they went. They (independently of me) decided to create a five-step conflict management plan that they then all agreed to follow. They were so impressed with the cards and the process that we then talked about how they could continue using them when the team is consulting and collaborating in the future.

FROM THE FIELD

Mediation

The situation:
A coach called in to run a mediation session between three work colleagues experiencing strong conflict.

Outcome:
"SUCH AN AMAZING SESSION! Got to say that your cards saved my bacon again Leonie!"

What did the coach do?

I started with upside/downside – which brought out some interesting facts about their personalities and some of the difficulties they’d been facing were linked to these.

Then I asked them to pick 4 cards related to how they had been feeling about this situation in the past couple of months.

Amazingly – all three chose the same first card! They had an amazing conversation and talked about their workloads, being in lockdown, the tension and pressure in the organisation and also shared some of what had been going on for them personally.

I then asked them to choose 4 cards to help describe the solution as they saw it… again they all chose one card that was the same… the one with the two girls helping each other on the rocks. This led to another great conversation about perspectives, understanding priorities, and how to work together. Then we talked about giving feedback regularly and not letting things escalate.

A nice close

Finally, I asked them to chose a card to show an action they would take between now and our next session in two weeks — all different, but amazing answers. One said "courage", one said "taming her tone", and the other said "saying thankyou and being grateful to others."

SUCH AN AMAZING SESSION! Got to say that your cards saved my bacon again Leonie!

FROM THE FIELD

Team planning day — session opener using the CCS Cards VFE

The situation:
An in-room session for a team of 9 to help everyone open-up and get ready to participate in the planning day. The VFE was used to easily give everyone a (virtual) pack of CCS Cards.

Outcome:
"One of my team mates in her late 40s said she has done many team games over the years and this was the best she had experienced."

What did the facilitator do?

I did a short presentation that I put together about the cards and why image cards before I started and then I did:

Starter question in pairs:

"Pick a random card. What does this card mean to you?

Now, "Describe your experience of 2021."

Share with a partner.
Identify themes across the group.

"Think about an excellent team you have worked in before, where you brought out the best in each other."

Choose up to 3 cards that express being in that team and explain to your partner.
Split in to 2 groups. Find up to 5 cards that for you, describe the elements of our ideal team experience and discuss.
Discuss with whole group

"Pick a card that represents your partner and explain why."

It was a great way to open people up in preparation for the planning day and I got lots of good feedback. One of my team mates in her late 40s said she has done many team games over the years and this was the best she had experienced.

Leadership and learning — a human first approach

What role can CCS Cards play in socialising learning? As a leadership and learning design specialist and Certified CCS Practitioner, Nithya Ramaswamy gives us an expert insight into the value of using CCS Cards to take a human-first approach to leadership and learning.

Creating equal voice and collective agency

PhD researcher, Monique Potts, talks about using CCS Cards with students to give them a way to comfortably share their views and work together.

Power to the images! Using CCS Cards in Italy.

Anna, an Italian participant in an Entrepreneurship course, talks about using CCS Cards to help express emotions. Potere alle immagini. Grazie, Anna.

(Italian with English subtitles)

FROM THE FIELD

Create company values

The situation:
Develop company values that are current and relevant. A selection of employees from different departments in the organisation brought together for 1 day to formulate the company values.

Outcome:
"This session absolutely nailed it. We went on a journey and came out the other side with fresh values that we 'own' and will commit to."

What did the facilitator do?

Started the group thinking about values and getting an understanding of personal values using the CCS to explore: ‘how would you like to be remembered’. Vision stickers were used for individuals to record and keep their choices.
The group divided into small groups to come up with elements using the CCS to: 'describe a place where you can thrive'.
The group then used the CCS to consider value based behaviours: 'the way we do things'.
The whole group took time using a systematic approach to prioritise the values.
As a whole group, participants were guided to rework and reword the values to make them their own.
Transfer activity: Participants kept their CCS vision packs and were asked to repeat some of the CCS topics with their family and work colleagues.

FROM THE FIELD

Team vision and strategy

The situation:
A customer service team, 2 day retreat. Half the team knew each other already, half were relatively new. The challenge was to connect and plan for the busy year ahead.

Outcome:
"Stunning! The environment has settled. Here we are at our busiest time of year ... and this team is humming. They are more open and trust each other."

What did the facilitator do?

Guided the group through the 6 step CCS vision creation process using the topic "The ideal team".
The team developed a new set of team ‘norms’ and expectations of behaviours to embody this vision.
Team members then did the individual CCS transfer activity ‘Who can I be in this team’ to reflect on their strengths and define their unique contribution they believed they could make to help the team fulfil this vision.

FROM THE FIELD

Merge two teams

The situation:
Merging two teams after a restructure. 23 participants, finance industry.

Outcome:
"One of the best team building sessions ever! It has helped us to pinpoint our strengths and weaknesses and provoked a high level of involvement – especially from the quieter members of the teams."

What did the facilitator do?

Set the tone, and created open discussion using CCS opener topic.
Before moving forward, participants were asked to take time to reflect on the past and what they are leaving behind. Using the CCS to reflect and collaborate on the good and not so good from the old world.
Shuffled groups to be new mix of people from both teams and now look forward to the new world. Using the CCS to uncover the strengths we each bring to the new team, and the challenges we face.
Individual commitments to the new team vision.

Expert connection every time

"I have told you more in these 5 cards and these 5 minutes, than I have shared with friends I have known for years!"

Genuine engagement

"We wouldn't even think about running a program without the CCS. It just feels flat without it!"

Shared understanding

"Most importantly the CCS enables you to achieve an outcome of shared understanding more quickly than traditional dialogue."

Genuine engagement

"The level of disclosure and sharing we are able to get with the CCS cards in the first 90 minutes of our program used to take a day and half!"

Listen to expert CCS Users talk about how and why they use CCS Cards

[Note: While all the examples above are taken from real field cases as told to us, some of the accounts may include abbreviated methods and CCS topics that could be more optimally worded. Stock images may be used in some cases where anonymity is required.]

Case Studies

How are CCS Cards used by facilitators and coaches around the world to help them do the job they were brought in to do?

Sharing lived experience — and surprising a CEO!

Rebuilding trust — a team mediation

FROM THE FIELD

Building trust in a team

FROM THE FIELD

Mediation

FROM THE FIELD

Team planning day — session opener using the CCS Cards VFE

Leadership and learning — a human first approach

Creating equal voice and collective agency

Power to the images! Using CCS Cards in Italy.

FROM THE FIELD

Create company values

FROM THE FIELD

Team vision and strategy

FROM THE FIELD

Merge two teams

Expert connection every time

"I have told you more in these 5 cards and these 5 minutes, than I have shared with friends I have known for years!"

Genuine engagement

"We wouldn't even think about running a program without the CCS. It just feels flat without it!"

Shared understanding

"Most importantly the CCS enables you to achieve an outcome of shared understanding more quickly than traditional dialogue."

Genuine engagement

"The level of disclosure and sharing we are able to get with the CCS cards in the first 90 minutes of our program used to take a day and half!"

Listen to expert CCS Users talk about how and why they use CCS Cards

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