John Dooner
John Dooner

Welcome to DY 3Solutions Ltd

Welcome to DY 3Solutions Ltd. Here you can find out about the work we do with our clients, how we take an informed and common sense approach to sensitive and sometimes difficult workplace issues as well a providing coaching, training and development for individuals and teams

We have been working in personal and professional development sector for many years and have a wealth of experience to offer our clients. 

We specialise in individual coaching programmes, mediation/organisational conflict resolution and the use of Emotional Intelligence (soft skills) in the workplace offering the highest levels of competence and understanding in these areas. 

We continue to deliver highly successful development programmes that are both positive and challenging.  Find out more about our services and feel free to contact us at any time to find out more about our approaches and experience.

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Time, Space & Confidentiality
John Dooner
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I met up with a colleague for coffee. It was a “getting to know you better”’ meeting that is part of building quality relationships with people. I want to mention here and before I go on that this is a key part of developing powerful relationships. If you meet people with the sole intention of “selling at them” you need to prepare yourself for a lonely existence! Now, my colleague is successful; he has developed and grown a business and is liked, trusted and sought after. Half way down my first Americano, he told me that he worried (and I mean ‘keep you awake at night’ worried) about being found out, wanting. We talked a little longer and by Americano no.2 we’d established the reality of his situation – that things are positive, healthy and vibrant for him. Having come to this conclusion it felt only right to acquaint my partner in caffeine with what is called the Impostor Syndrome. In the broadest of terms, Impostor Syndrome is a feeling of: -       I’m not up to this -       I will be found out -       I am not worthy of this -       There are better people than me …I am sure you get the picture! We talked our way through another high quality coffee and agreed the following plan: 1.    He’d reflect on things 2.    He’d share his thoughts with someone close to him 3.    We’d meet again and if necessary put some actions in place After doing exactly that, the result was a relaxed, future focused and positive client! Great news for him and his family. For me, I have the satisfaction of shifting a self-limiting belief, helping to free up some thinking as well as knowing that the only thing that might keep my colleague awake now is a coffee induced insomnia. If you recognise the Impostor Syndrome within yourself or someone you know and want to have a chat about this or are interested in any other aspect of our work them please get in touch on 07984 409937 or email us at 
If you're in Birmingham you can rely on the Number 11 Bus. It goes around the City-The Outer Circle. It always leaves and always returns and the absence of one signals the impending presence of another. Some years ago a group suggested that people might want to spend 11 hours on the Number 11 on the 11th of the 11th month-starting at 11:00 and finishing by 23:00.  I don't think it caught on for some reason even though participants were encouraged to take pictures and post them..Strange, I thought it was a winner! Today on the Andrew Marr Programme, hosted by Eddie Mair, the newspaper reviewers considered how the return of Saturday Jobs would help young people to understand the importance of turning up on time, looking the part, knowing how to serve people and how to take instructions and so on: you get the drift. It was suggested that this would make them more employable. Oh would it? It's the prospect of work that makes people employable. Anyone remember these? They were part of a family of ultimately largely deceitful acronyms that suggested that if you went on one for 6 months you would be more employable. You weren't, you were eligible to do another.  This one looks far more exciting because there's a robot involved! ...and young people, fine young people went on them: there were some really good ones. The majority however failed to deliver. When on the programme some improvements were noted  particularly in mental health and well-being only to be followed by a return to a less-robust place if there was no job as an outcome of participation. When I look at the academic expectations made of our young people I find it hard to understand where the hours doing part time work will be found from, particularly as their availability coincides with years 10 onward in school, a time when they are generally "a bit busy". There are ways forward that must involve locally led and funded community partnerships with some well devised learning processes and outcomes. There's always a chance to break mold but I fear that like the Number 11, we'll just keep going round and round but without the entertaining creativity of the (I'm guessing now defunct) 11-11-11 group. Pity. 
John Dooner
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How much complexity is the result of a collapse of trust and how confused and over wrought do things get because people don't trust each other? We deliver facilitated approaches to sometimes complex situations and amongst the familiar themes the Collapse of Trust holds a significant position.  There's a continuum of emergent dysfunction shown below and I wouldn't want to comment about its relevance to our personal lives! It does however occupy a significant and interesting space in the working environment. We know and understand from our practice that work and productivity become blocked and stymied by the absence of trust, beginning at the lower left side of the continuum, with multiple stop-off points that are context specific. They are the often "invisible predictors" of failure through absence of harmony that end with a collapse of workable emotional capital at the upper-right end of the continuum. We achieve very little on our own and reliable, performing teams are ones that help each other. Lego is a successful company and its CEO has communicated a simple message along the lines of "You won't be blamed for failure, you will be blamed for failing to ask for help or to give help when it was needed" Now, I don't know about you but it's unlikely that I'll ask people who I don't trust to help me-I wouldn't want to be vulnerable to their next actions. But, if I feel that way I have to accept that people who don't trust me are unlikely to ask me for help. This situation is lose/lose and stuck.When we are either helped or helpers we give an opportunity to re-frame trust and in so doing open a very different relationship with our colleagues. We are introducing the concept of trust building in a transparent and open manner into much of our mediation and facilitation work. We are pragmatic and understand that sometimes  "Fixed enough has to be enough" We remain clear in our belief that it remains difficult to reach and maintain the above point where there is no trust. So, wherever the end point, trust is an essential component of the energy and motivation that takes us there. Here's a self check list-change it around a little and you can come up with an idea about how much/little you trust a colleague How much/often do my actions align with my words?  Do I do what I say I will do? Am I reliable? Am I up to the task/job/role? Do my competences and interactions support my intentions and the expectations of others? Do I care? Do I have the interests of others in mind as well as my own and how do they know? Feel free to get in get in touch to explore how we might help you develop higher levels of trust in your workplace and free-up some powerful co-operation! You can contact us on 
John Dooner
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In 1989 I was seconded into a two-year post in a West Midlands Local Authority. Here I met very, very few of the "timeserver stereo-types" and a significant number of dedicated and hard working people. Things moved at a different pace largely because........well a number of reasons really but here's a significant one The technology involved in getting messages to people was pretty straight forward we could someone and talk to them.......... Or Speak into one of these And give the Mini Cassette to the supervisor of the people who worked these And after a wait, very much decided upon by how important you were, you'd get your stuff back-a couple of days usually.  Then you would re-check it and very often realise that you might not be conveying the intended message: wrong words, wrong phraseology, wrong context and vulnerable to misinterpretation. So you'd change it or decide another, more personal approach was more appropriate. At DY3 Solutions we  deliver a significant amount of work related conflict resolution and mediation and guess what's at the bottom of a lot of the discontent, anger and hurt we see and hear expressed....................................These: The combination of instant communication and the means to read it anywhere. And here's something else to consider: The more names you add onto the CC line, the greater the potential to create offence and "hard to fix" fractures in relationships. It's a way of giving a public admonishment, of stating how right you are and how wrong the recipient might be.   And once it's out there, it's out there. As far as technology goes I wouldn't much like to go back to the late '80's. I like email and I get it. There are also times when I would happily dis-invent it. However those waits and delays gave time to reconsider and re-frame: valuable time. Time in which we might even ....and talk to each other. If you need any help with work-based relationships, then please get in touch. Drop me an email and I'll get back to you. In the meantime, prune the CC lists and  Before you press
John Dooner
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If we ask the question  "What must a team have to perform well?"  I'm going to suggest that "Trust" will appear fairly high up the list. We need also to incorporate "Optimism"-that the Team's purpose is a good one and that it honours Our individual valuesTeam ValuesOrganisational Values And we need to know that we're doing the right things for the right reasons. Unfortunately, trust and optimism are easily manipulated to serve individual needs and ambitions. There are after all ample opportunities for some to pay lip service only to the idea of serving core values. Some organisations have set out to define what it is they mean by trust and integrity and their importance in shaping the expectations and experiences of their partners and stakeholders. However, the building and maintenance of high quality internal trust is much harder than presenting positive external messages. The impact of hidden untrustworthiness on teams is destructive and will progressively annihilate purposeful alignments made by other team members. The manipulation or abandonment of trust reduces the chances of group success. The focus shifts to looking for what's not working rather than what is and members are vulnerable to becoming risk averse rather than risk aware as there is a reduction in their faith in others to support them when the going gets tough. Teams form within teams, individuals consider "What's in this for me?" rather than "How does this serve our group?" When this is the emergent case, expect the group/team purpose, to lose energy and to toxify: it's a great way of developing an  "Optimism Free Zone" (Oh yes, I'd love to work in one of those!) Maybe you could propose to teams that they might want to consider something along the lines of: "It is agreed that trust and integrity are essential components of a healthy, well-functioning team. How do we honour our commitment to trust? How will we talk about it and how will we challenge ourselves and each other when we feel trust has been compromised?" Expect some interesting and thought provoking responses! 
John Dooner
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Here's the second in our series of posts about trust and its role in improving and developing communication. Before we continue, I'd like you to consider how you feel when you know you are not being listened to? It's a complete turn off isn't it ? Here are Twenty One Ways to “Up Your Listening Game!” 1. Focus on what’s being said and switch you inner thoughts off. This is a great skill to acquire and use: it creates space for you to really take in what is being said without “scripting the next thing you want to say” as you do. 2. Stay switched on and you can do this by not mentally planning what to say next. This follows on from the above: when we’re planning our response we’re not listening-and it shows! 3. We are often tempted to label people on the basis of what they've said-this will get in the way of good listening . Who people remind you of, the way you've responded to this sort of thing in the past can get in the way of good listening.  So can “negative bias”, it is part of  above: because we've associated words used or the way in which they are said with our negative images, we donate the associations to the person we’re now with.    4. Suspend your existing knowledge of and beliefs about the person to whom you are listening because of you don’t, you’ll be listening to yourself affirming what you believed before the conversation started. This cuts down on the chances of you hearing the message in the context in which it is delivered. Without this you can limit your capacity to accept that people are open to new ideas and might want to change.  5. Interruptions don’t help!  Honestly, they don’t.  Give some thought to how you feel when you’re interrupted….  6. Let the other person develop their train of thought. Not always easy but always valuable. We sometimes have to create time, space and cues for this to happen.  7. Keep the eye contact in place and not too intense-it sends out all the wrong signals-honestly! Over focusing on the eyes is, generally speaking either about attraction or aggression. You can triangulate your gaze between the upper eyes and above the chin of the person with whom you are in conversation.  8. Good non-verbal attention matters. We can think about how people express themselves with their hands.  We can be on the lookout for fidgeting, looking away, looking downwards and inwards. 9. If someone’s body language has changed, it’s for a reason-be aware, it can help you to frame a helpful question/suggestion. It shows that you are building rapport  “I wonder if I could (ask you a question/suggest?) is a good way of re-engaging when you've picked up on a change followed up by  “Tell me where you are with this right now?” 10. External distractions are just that. They are external and distracting. (We’re not including unscheduled fire alarms here) 11. Avoid sticking your own labels on already crowded surfaces; “Well, what can you expect from….”Keep open and focused. 12. There is a place for preaching and it’s not here! 13. If you’re coming up with a diagnosis, you’re probably not listening to the patient! a. Given time and space, the speaking and listening process increases the speakers opportunity to discover what needs to change/ be done. 14. Clichés have their place and role-they can appear to close off discussion and leave people feeling unheard and sometimes patronised 15. Other concerns and worries are just that-they are never irrelevant . They form part of the person's day to day experience of life 16. No matter how tempting, there are times when telling people that “It’s not worth bothering about” it trivializes their concerns and may inhibit their confidence in expressing themselves . If it matters, it matters! We can ask questions along the lines of “How important do you think this will be in ……… (days/week/months etc..) We shouldn't however underplay the significance of concerns to the person who is affected by them. 17. False re-assurance is unhelpful, particularly if you’re in no position to legitimately offer it. “Oh don’t worry, that’ll never happen” is only valid if you are the person who was going to make “it” happen and have decided not to!  Otherwise we need to consider the points raised in 16 above.  We need too to be aware of our credibility given that we might not have the fullest of pictures of the day to day challenges and experiences of the person we are working with. 18. Show patience-use para verbals  when people are taking time to develop their points . We use them nearly all of the time! 19. Collusion with the unacceptable is unacceptable. We present ourselves as positive role models. It is a standard that we must not let slip: our credibility goes with it! 20. Accept that there are occasions when you may have to work quite hard to truly understand how people feel. a. Understanding the day-to day experiences, ambitions and challenges of others is hard going. However, we meet our colleagues “Where they are.” We need to accept that isn't where we would like them to be! 21. Accept that there are times when you won’t understand how other people feel-offer them an affirmation “I can tell how strongly you feel about that.” It gives them an option to further explain and, should they not wish to so do, it’s a positive way of exiting the impasse.  If you'd like to find out more about the work we do on developing Trust and Building you can talk to us on 07984409937 or by email 
Trust  "A firm belief in the reliability of truth, or ability of someone to do something" Trust: maybe it's one of those concepts that is easier to feel and experience than to describe. An elusive commodity that's hard to gain and easy to lose, its absence is easily recognisable and keenly felt. So, how much time do we devote to considering how we present ourselves in a manner that communicates trustworthiness? We need to be clear about our motives for wanting trust. Isn't the strength of every huckster and con-artist the ability to build acceptance and belief? At a much more sinister and serious level, targets of abuse are "groomed in order to trust" thus building an increase in compliance and a decrease in resistance. We have available to us a number of devices and props that enable us to project an image of potential trustworthiness. The right smart-phone, appearance and mannerisms that reinforce our sometimes dangerous preconceived images of the pieces of the puzzle that says "trust me" all contribute to the seemingly capricious nature of trust. "False must hide what false heart doth know"  Macbeth.. Act 1: . Macbeth has finally been convinced that he should kill the King-the King (who trusts him..) Maybe we are right to hold back on trust and to be suspicious of those who seem to over-work a "You can trust me" message. our evolutionary success is after all partly attributable to a default position that is watchful and wary. So how as we connect with others: Do we build trust and in so doing become the stewards of our own trustworthiness? Maintain stewardship of our organisational values at in a variety of groups, sub groups and informal exchanges? Should our commitment to trust building might be based on a sense of personal authenticity that is enacted in our dealings with others? We are going to follow up this article with some ideas around how we can encourage communication that supports trust building and the stewardship of values: it would be great to hear your comments and observations. We are happy to talk to you about how our work might help you and your colleagues identify how you develop trust as individuals, groups and teams. Contact us or by calling us on 07984409937
John Dooner
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Just over a year ago DY 3Solutions agreed to support a mentoring programme delivered by EmployabilityUK-a registered charity that provides direct mentoring and employability skills to young people in Secondary Education. There has been some exciting growth, including a partnership with a commercial organisation with a powerful sense of community development and employee enhancement.  EmployabilityUK has developed an exciting partnership with the Coventry Building Society. It’s one that will introduce around 80-90 employee volunteers to almost 100 students from six secondary schools in Coventry. Its purpose is to develop the potential of young people and by this we mean:  Prepare a CV that is impressive, authentic and powerful Experience a challenging and realistic interview Understand the subtle requirement of work place behaviour Have the ability to research, design and deliver a presentation Develop resilience Make considered and informed choices Acquire increased financial awareness  The Coventry Building Society places its responsibilities to the local community high on its social agenda. More than this it creates opportunities for its workforce to participate by allocating specific time for volunteering activities. EmployabilityUK has developed a framework in which volunteers can receive awareness raising, support and structure. It’s a very powerful combination. Powerful combinations are nothing without the people who provide the energy to bring them to life, to give them an identity and purpose and we have met some very special people. We have delivered 5 briefings attended by staff from across the Society’s departments. A deep cross section of the workforce attended, listened and contributed, it was they who brought our sessions to life.  When we bring colleagues together from across an organisation it seems right that some time is set aside to learn something about each other; what has motivated us to join in? And from colleagues who have recently taken up employment to those who had spent many years working for the Society there was a consistent theme and it is The desire to “put something back”  There are other motivators An acceptance that young people need experiences provided by non-teachers in a different setting An understanding that it’s okay to be “uncertain” about choices and that expressing such uncertainty is encouraged and allowed! The personal experiences of volunteers have led them to understand that there needs to be a well-structured process towards transition from school to the next phase whether it is work, further/higher education or training and that each option is of worth and value.  We know that we have here an opportunity to deliver a powerful, meaningful and relevant programme to all concerned with benefits that will prove that once again “The whole is greater than the sum of its parts.”  If you’re interested in any aspect of our work, please get in touch: we’d love to hear from you. Registered Charity Number: 1159718 Registered Office: 34-35 Jordan Well, Coventry, CV1 5RW. Telephone: 0345 601 5551
There's a view (and it's a lop-sided one) of compromise that it's about "By and large, getting what you want."  And whereas this might in some cases be true, compromise is also about  "Getting or keeping something you didn't want." As mediators we often find that our work is more akin to conflict resolution that might or might not require a formal mediation. Sometimes we need to adopt a different approach, one that is based on a really useful and well researched model which asks us to think about our individual and preferred approaches to conflict: here we go! Competing:           "I win, end of story"  Avoiding:              "Just what is says-I avoid conflict -sometimes at my                                  own cost" Accommodating:    Learn to live with it." Compromise:         "We're going to have to accept something we don't                                   want in order to get to a place where we can achieve                                 what it is we do want" Collaborating:       "We're going to have to work through this in an                                          organised and structured way" We're going to expand on these over the next few weeks. In the meantime, we'd love to hear from you if you feel we can help! Call us 07984409937 email
John Dooner
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I noticed a couple of "Congratulations" posts making their way through from LinkedIn today-a "Work Anniversary!" It's been 3 years since I changed "Coady Consultants" (Established 2003) to DY 3Solutions. The change of name didn't mean change of purpose. It did however add a new energy to my work-a fresh focus! Painful and Frightening! I delivered our first piece of work under the new company name from a wheelchair. Rheumatoid Arthritis had taken me completely off of my feet on the evening of July the 27th 2012. A couple of weeks later my eldest son Matt drove me to and wheeled me into a piece of Team Development Work. It was the beginning of a long road back and here's me now: I'm not the runner I was but I'm doing it, some cycling too and I'm now setting myself some increasingly ambitious goals..... "l already knew this thing!" It took me some weeks to recover during which I learned again what I always knew; namely that: "we daily skate on the thinnest of ice often without knowing how thin the ice is or what it is we're skating towards and in some cases away from! Life is capricious and struggle as we might we have little control over the events that affect us." A Sustaining Image! I'm pretty certain that there's not a coach/trainer/facilitator who hasn't during team-development sessions, had a Sailing Ship chosen as an illustrative metaphor for team work. My guess is that its frequent selection is something to do with the fact that it's an accessible piece of imagery that works! really, it does, giving us access to leadership, setting course, handling changes, critical incidents, teamwork, communication, handling disagreement, developing common get the picture. It was used during the above session in 2012 and guess what? It appeared again this week during the afternoon of Tuesday 14th of August! I'd like to stress that this was with a different team! I like long term projects but we could have circumnavigated the globe in said galeon in three years. "Lightbulb Moment? About Time!" hubris ˈhjuːbrɪs/ noun excessive pride or self-confidence. "the self-assured hubris among economists was shaken in the late 1980s" synonyms:arrogance, conceit, conceitedness, haughtiness, pride, vanity, self-importance, self-conceit, pomposity, superciliousness, feeling of superiority; More (in Greek tragedy) excessive pride towards or defiance of the gods, leading to nemesis. Poor old Wylie Coyote's lightbulb moments don't really work out that well do they? Largely because of the above phenomena "Hubris.  His latest, best idea is simply the precursor of another major fail and so I tread carefully, on thin ice as I both mix and extend the metaphors! My lightbulb moment was the realisation that I am for most of the time and with the exception of valued partnership work, the crew of my own ship. Now, I've contracted out some of the functions: book-keeping, accountancy, marketing and so on; largely because there are well qualified people out there who can do it better than me: specialised crew members if you will. On Crewing My Own Ship.... Here's what I have done and can offer you. Business:     Communication, building influence, understanding teams, powerful stakeholder events, leadership, managing people, mediation, conflict resolution, the leader/manager/coach. Skilling, developing and transforming people. Recovery programmes for stuck” colleagues. A Values Led Approach to developing Your Business. Speaker at development days, moving towards career/life changes. Values led business development, Customer care, Dealing with Aggression and Difficult Situations Education: Leadership, classroom management, developing confidence and re-energising colleagues in difficult places, coaching and mentoring skills, direct intervention with learners/students groups and individuals. Speaker at Development Days, Safeguarding Trainer, Mentoring and Conflict Resolution Skills, Talking and Listening to Students, Learners, Parents and Careers. Professional Development Bespoke programmes for professionals Personal Development Bespoke programmes for individuals, designed in collaboration to meet the individual’s circumstances and desired outcomes. Now, I'm not going to extend the metaphor any further, we're not going to "sail off into the sunset together" but  If you'd like to find out more about any of the above, give me a call on  (+44) 07984409937 or email me at 

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DY 3Solutions Ltd
87 The Straits 

Lower Gornal


West Midlands

DY3 3AL 


Phone: 07984 409937

Phone: 0121-602-7191 


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