The Core Protocols – Make Yourself And Your Team Great
The Core Protocols
We know from Google’s Aristotle project (2015) that successful teams need to have Psychological Safety. And we have very few ideas how to achieve this, measure it, or even explain it.
Google started his research studies about high-performance teams in 2010. In the same year, Jim and Michele McCarthy published their now famous "The Core Protocols" (TCPs for short) after starting their research with an experiential workshop in 1996 about the conditions of high performance, results-oriented, successful teams.
In their former lives as Microsoft project managers being responsible for the Visual Studio C++ product suite development, the McCarthys had realized that a lot of issues in running SW projects are caused not by technical, but much more by people problems. Therefore, the McCarthy couple questioned themselves: "What conditions and environments made teams great? – What constitutes a high-performance team?" and started at Microsoft their research on this.
Jim and Michelle published their The Core Protocols in the tradition of SW design pattern thinking,1 This framework of behavioural communication patterns, stipulated in a strong technical and nerd affine prose, affected Google in its Aristotle project very much.
Today the Greatnessguild.org, LiveInGreatness.com, and Richard Kasperowski are vivid promoters of the TCPs. I had the pleasure to attend a workshop Richard gave about Core Protocols at the ALE 2017, Prague. I am happy that I 'am allowed to use a lot of Richard's material under CC-BY-SA in this post.
The Core Protocols In A Nutshell
The TCPs are patterns of human behaviour to support teams in collaboration, communication, and commitment to the common goal. As rules and guidelines, they describe how to behave properly as a team, in meetings, and in interpersonal interactions. They are best practices to become an exceptional team. These practices enable people and teams to:
- learn results-oriented behaviours,
- enter a state of shared vision and stay there,
- trust each other,
- stay rational and healthy,
- make decisions effectively, and
- keep moving toward the team’s goals.
Fundamental for the TCPs is a positive, results and solution-focused attitude and worldview: non-negativity, non-negation, and no pretending. Linchpin is the "Yes-and" game, a well-known pattern for innovation, brainstorming, and improv theatre acting.
In addition to the foundational Positive Bias, the Core are five necessary conditions that must be fulfilled: Freedom, Self-Awareness, Connection, Productivity and Error Handling.
To apply the TCPs in your organisation or team, you have to create a space of:
- Non-Negativity. – Accept the positive mindset by your personal commitment: "Everybody has to agree on a positive bias for the time of our mutual collaboration."
The personal commitment can be stated as a written contract with oneself or with a certain group (team, workshop participants, co-learners in a training, etc.). Examples of personal commitments forms: Greatness Guild Core Form, and LiveInGreatness Personal Commitments Form.
Sounds easy and it's hard: It really means, never, ever, negate others ideas. – In terms of the "Yes-and" game: always say "Yes-and", never, ever, say "Yes-but".
You show your co-workers your willingness to cooperate by entering with the Check-In protocol.
- Freedom/Autonomy. – The work of Daniel Pink and Susan Fowler show us that autonomy (freedom) is a major motivating factor for us humans. More than any financial bonuses.
In TCPs freedom means that every team member can choose and make decisions by themselves. – E.g., if a meeting shows to have no value for me, I have the right to quit. – To guarantee freedom, everybody can “pass” an activity to which she doesn't contribute any value anymore. When someone is passing, ask for reasons, if needed. – But never, ever start a discussion about the "Why". If the person gives you reasons, accept them. If no reasons are given, accept the fact only. Period. – The Pass protocol has it's equivalent to the Open Space Technology "Law of two feet".
Other core protocols to ensure freedom and autonomy are “Asking for help” or the “Personal Alignment”. With these protocols, you address your desires and what’s blocking you, what you really want.
- Pretending. – In its negative connotation "pretending" is equal to faking and lying. The positive interpretation of "pretending" however is "asking for respectability".
Thus, in TCPs context, pretending stands for as well of "always behave you are respected" (a kind of Kantian imperative) as "always demand the respect you deserve".
The Core – Non-Negativity, Freedom/Autonomy, Pretending – founds eleven Core Commitments. And the eleven Core Commitments establish the Core Protocol Stack consisting of eleven Core Protocols. Some of the Core Commitments can be split into more granular details. (For more details about Core Commitments see here.)
- „I commit to engage when present.” – This is the most crucial, most important and most difficultly realisable commitment. In easy words: If you show up be fully engaged. No side work or preparing other stuff in parallel. Either you are 100% in or you should leave – Check-Out (Right to Pass): Show your teammate the respect she deserves: "I'm 100% with you - I'll support our goal/team" or "Sorry, don't count on me".
To know and disclose what I want, what I think, and what I feel. – To always seek effective help. – To decline to offer and refuse to accept incoherent emotional transmissions. – When I have or hear a better idea than the currently prevailing idea, I will immediately either propose it for decisive acceptance or rejection and/or explicitly seek its improvement. – I will personally support the best idea regardless of its source.
- „I will seek to perceive more than I seek to be perceived.” – I ensure you I'll support you even I won't get out of it as much as you. – A very altruistic momentum.
- „I will use teams, especially when undertaking difficult tasks.” – I rely on teamwork and cross-functional collaboration, not on heroic firefighting.
- „I will speak always and only when I believe it will improve the general results/effort ratio.” – I shut up if I can't/won't contribute value. – This is VERY, VEry, very difficult for alpha egomaniacs.
- „I will offer and accept only rational, results-oriented behavior and communication.” – I ensure you, I'll keep personal emotions and animosities aside.
- „I will disengage from less productive situations.” –
When I cannot keep these commitments. – When it is more important that I engage elsewhere.
- „I will do now what must be done eventually and can effectively be done now.” – I ensure you to take the needed actions immediately.
- „I will seek to move forward toward a particular goal, by biasing my behavior toward action.” – To reach the goal I'll focus on actions/activities.
- „I will use the Core Protocols (or better) when applicable.”– For me, the Core Protocols are a valuable instrument. To use it properly I'll use the Protocol Check protocol as often as needed.
I will offer and accept timely and proper use of the Protocol Check protocol without prejudice.
- „I will neither harm—nor tolerate the harming of—anyone for his or her fidelity to these commitments.” – This is for me a reminder that yes I am committed to these protocols, and also others.
- „I will never do anything dumb on purpose.” – It's actually a lot harder as it seems. It's in sync with behaving rational, and unfortunately, in the corporate world, not everybody behaves rationally.
The Core Protocols Stack
The Core Protocols can best be visualised as a layered stack (Richard Kasperowski). This is a very intuitive way to understand the idea behind these procedures.
|Error Handling||Protocol Check||Use Protocol Check when you believe a protocol is being used incorrectly in any way or when a Core Commitment is being broken.|
|Decider||Use Decider anytime you want to move a group immediately and unanimously towards results.|
|Focus on Results||Productivity||Resolution||When a Decider vote yields a small minority of outliers, the proposer quickly leads the team, in a highly structured fashion, to deal with the outliers. The Resolution protocol promotes forward momentum by focusing on bringing outliers in at least cost.|
|Perfection Game||The Perfection Game protocol will support you in your desire to aggregate the best ideas. Use it whenever you desire to improve something you’ve created.|
|Investigate||Investigate allows you to learn about a phenomenon that occurs in someone else. Use it when an idea or behavior someone is presenting seems poor, confusing, or simply interesting.|
|Listen to Other||Connection||Intention Check||Use Intention Check to clarify the purpose of your own or another’s behavior. Use it when you aren’t expecting a positive outcome resulting from the current behavior. Intention Check assesses the integrity of your own and another’s intention in a given case.|
|Ask for Help||The Ask For Help protocol allows you to efficiently make use of the skills and knowledge of others. Ask For Help is the act that catalyzes connection and shared vision. Use it continuously, before and during the pursuit of any result.|
|Check-In||Use Check In to begin meetings or anytime an individual or group Check In would add more value to the current team interactions.|
|Listen to Yourself||Self Awareness||Personal Alignment||The Personal Alignment protocol helps you penetrate deeply into your desires and find what’s blocking you from getting what you want. Use it to discover, articulate, and achieve what you want. The quality of your alignment will be equal to the quality of your results.|
|Right to Pass||The Pass protocol is how you decline to participate in something. Use it anytime you don’t want to participate in an activity.|
|Law of Two Feet||Freedom||Check-Out||Check Out requires that your physical presence always signifies your engagement. You must Check Out when you are aware that you cannot maintain the Core Commitments or whenever it would be better for you to be elsewhere.|
|Say "Yes"||Positiv Bias||Non-Negation|
How To Apply The Core Protocols
In the following, I list some situations you can use the core protocols to get back on track again.
Culture Hacking is a cornerstone of the startup scene and lean change management.
Giving and accepting commitment creates trust. I rely on your promise to be on a certain day for a certain time to support me. If you can't do this or do not show up I am disappointed. You are for me not a trustworthy person any longer. And all of a sudden commitment gets an ethical touch. Commitment is an act, not a
As a dedicated disciple of the Core Protocols, you are generally positively inclined to everything you do.
Use the Personal Alignment protocol to identify what blocks you. – And it is your freedom and autonomy to Check-Out or to Pass whenever you think it is necessary.
- Jim, Michele McCarthy: The Core Protocols. HTML, PDF, book (Amazon)
- Richard Kasperowski: The Core Protocols. A Guide to Greatness. Amazon 2015.
- Paul Sobocinski: Core Protocols and Mindfulness — Part 1, Part 2, via Medium.com, 2016
- Mu Qiao: Core Protocols: magic behind making good decisions quick, via Medium.com, 2017.
- Hannes Horn: An approach to build great (agile) teams, via Medium.org, 2016.
- Richard Kasperowski: Great People, Great Leaders, and Productive Teams. Website.
- GreatnessGuild.org - https://www.greatnessguild.org/
- LiveInGreatness.com - https://liveingreatness.com/
The gang of four, Erich Gamma, Richard Helm, Ralph E. Johnson, John Vlissides: Design Patterns. Elements of Reusable Object-Oriented Software. Prentice Hall, Reprint 1994. ↩