This is a new session for me so this structure is likely to change, but here is the current rough outline:

Introduction - 1m

Individual authenticity - 10m

1. My personal story and individual authenticity in general.
2. The fallacy of trying to be authentic just like your role models.
3. A group discussion on how we relate to and occasionally try to emulate our role models.
4. Introduction to Ken Robinson and his work on finding "The Element", "finding the work that for you is play"
5. The story of the choreographer Gillian Lynn and how she found her "element".
6. Introduction to the concept of "cognitive dissonance" created by the disharmony between our inner selves and our outer selves.
7. My realisation that we don't have to try to be authentic, we actually try hard to be inauthentic.

Team authenticity and contextual alignment - 10m

1. An introduction to my definition of team context, "the work a team is doing. And, the people on the team."
2. We break away to look at how in physics, inefficiency is seen as energy being output from a reaction in ways other than desired (ie. a lightbulb producing heat as well as light).
3. We analogize this to team and individual energy being directed towards things other than delivering value (cynicism for example). Here, we introduce The Energy Investment Model from John Edmonstone.
4. We tie this is with individual authenticity, as a team wasting energy working against a process that is misaligned to their context. They are trying to follow to the process not their process, and thus wasting energy.

A tale of two teams - 5m

This is a generalised case study based on my work with 2 different teams in the same organisation who responded very differently (one very successfully, one less so) to my chosen coaching style and how I adapted it to work with a third team.

Coaching teams towards contextual alignment - 10m

1. Starting with 4 simple rules:
   1. Start where the team is now.
      Make it clear that you don't want to change anything in the way they are working. There are reasons for the way they are working, and you want all of us to understand them before anything changes.
   2. Visualise the work.
      Whatever they are working on goes on a simple work board (also discuss here the importance of using language that ties a teams thinking to specific methodologies).
   3. Talk once a day.
      At least once a day, the team should discuss the work they are doing by standing round the board.
      In order to discuss anything, it must be on the board; they have to be able to "touch it to discuss it".
   4. Retrospect at least every couple of weeks.
      The team will have a retrospective (ideally facilitated by the coach) at least every 2 weeks.

Closing - 2m

Tying it all together.