No great thoughts today – the upcoming post on how not to restrict necessary feedback is drawing those for the moment. Instead, an observation for those of us who use micro-narrative research for sensemaking and organisational culture. I’m engaged today in starting data exploration and visualisation for a client project. Read more…
Thanks to the Digital Leadership Meetup team for the recent opportunity to join them. We talked about the need for good feedback, sense-making in working with people – and the vital role of employee narrative research in providing that (in this case, using SenseMaker® software). The slides from the SenseMaking Read more…
We spent last week working on a new narrative research framework using SenseMaker® with a new client – a quick snapshot of the organisation ahead of a big leadership and organisational design event in a month’s time. The week started with a workshop to explore the issue and the potential Read more…
I woke to the radio at 7am. My first thought as they read the news headlines was “I must have misheard that,” then as the slightly-longer version kicked in I realised that I hadn’t. It was 24th June 2016. The day after the UK referendum on staying in Europe. The Read more…
Part of my time this year is being spent as an adviser to two organisations that are merging. It makes an interesting example of a merger process. All relevant posts on the process are collected under the Merger tag. The merger is progressing. Since I last blogged, the organisation has Read more…
You know, when your behaviour does not mesh with your values and attitudes, typically what happens is your attitudes and values change to fit the behaviour rather than the other way around. … If a company (Enron springs to mind, but it’s too black-and-white a choice) or department is focused on bringing in revenue and profit but are not the product development group, when they are exhorted by company values to be “Innovative” they have few options to exercise that value.
The opening gambit of more than one past client project has been “help us get our story straight”. Sometimes it’s just that – the general story – sometimes it’s something specific: “help us get our customer story straight”, “our story on leadership”. It’s an interesting starting point, but demands a Read more…
I’m spending time this afternoon at the launch of the UK office of the International Initiative for Impact Evaluation (3ie). While it’s a subject I’m keenly interested in, it’s not one in which I’ve got depth of understanding. I struggle sometimes to understand some of the conversations, but many of Read more…
Part of my time this year is being spent as an adviser to two organisations that are merging. It makes an interesting example of a merger process. All relevant posts on the process are collected under the Merger tag. I set the scene for the Merger last month in this Read more…
There's an increasing trend I've noticed recently among people looking at stories – to take a brief look at stories to find the ones that "typify" the organisation. And, because of the perception of storywork being highly resource-intensive, it's generally a very small number of stories that are used. Somewhat Read more…