Doing
Strategy · specialisation · technology · skills & competencies
Key currency: Power
CVS Workshop · August 2026
Doing well, while working well together
CVS does not need to choose between System 1 and System 2. The opportunity is to integrate both—keeping clarity, execution and accountability while becoming more intentional about trust, collaboration and shared purpose.
Workshop lens
Being
Partnership · relationship · collaboration · community
Key currency: Trust
Leadership holds the tension: efficiency and collaboration, “do to” and “do with”.
Discussion synthesis
What surfaced across the flipcharts
Clarity is already strong
Individual objectives were described as very clear, and that clarity appears to support prioritisation and knowing what matters.
Positive relationships ≠ deep trust
Groups questioned whether survey scores reflected professional relationships, personal connection, psychological safety, or trust. The workshop did not resolve those as the same thing.
Strengthen System 2 intentionally
One group informally placed CVS around 4/10 toward System 2 and asked how trust can be accelerated rather than left to grow organically.
CVS vs. sub-team experience
Several flipcharts asked whether people were rating CVS as a department or their immediate sub-team. Department averages may hide different local experiences.
Make “do with” visible
A practical lens is whether people are simply receiving tasks and decisions or meaningfully helping shape them where participation can improve the outcome.
Pressure has built adaptation
The group connected work pressure with better prioritisation, new skills, coping mechanisms and self-management—useful capabilities, but not proof that sustained pressure is healthy.
Department experiments
Pick 2–3 experiments to run in CVS
0 selected
Experiment 1
Meeting feedback loop
For 4–6 weeks, assign one rotating observer in selected meetings to give five minutes of behavioural feedback: Keep / Change / Try.
How to run it
- Focus on how the group worked, not personalities.
- Make feedback specific and observable.
- Track one behaviour to try next time.
Experiment 2
System 1 / 2 reflection
Once a month, take one real CVS situation and examine it from both systems: what helped execution, what helped trust, and what balance would improve the outcome?
Prompt set
- What happened from a System 1 perspective?
- What happened from a System 2 perspective?
- Did we “do to” or “do with”?
Experiment 3
Cross-team trust builders
Create repeated opportunities for people from different sub-teams to solve meaningful CVS problems together, rather than relying only on generic social activities.
Possible formats
- Mixed groups in retros and business reviews.
- Cross-team pairs on real department issues.
- Optional informal or hobby-based connections.
Quick pulse
Where is CVS today?
Move the sliders to generate a simple priority signal for the next 90 days.
Suggested focus
Build trust across team boundaries
Clarity is relatively strong, while System 2 and cross-team collaboration lag. Put the next effort into repeated cross-team work and visible trust-building practices.
90-day department path
From workshop insight to everyday practice
Define & baseline
- Define trust, safety and “good System 2” for CVS.
- Separate CVS-level and sub-team pulse questions.
- Select 2–3 experiments and owners.
Run & observe
- Run experiments inside normal CVS work.
- Capture behaviours, not just sentiment.
- Keep objective clarity and accountability intact.
Review & scale
- Review trust, cross-team collaboration and shared purpose.
- Check whether execution improved or degraded.
- Keep what works and trickle it into sub-teams.
Workshop takeaway
CVS already has considerable clarity around doing the work. The next opportunity is to become equally intentional about how people work with one another—building trust, shared purpose and collaboration in ways that strengthen, rather than compete with, execution.