When we’re young we dance at the drop of a hat (or less), as we become entrenched in organisational life we are less likely to do so. There is something about dance that connects us, with music, thinking, expression and, of course, with each other. I’m not about to suggest you grab someone in the office and tango the afternoon away (although that might be nice). I am suggesting that the metaphorical dances we do to avoid engaging, challenging and communicating with each other are damaging our organisations and our ability to connect with, and understand, people.
…. & why reductionism isn’t working
I’ll make no apologies for this being a rather more academic musing, bear with it, I think there’s something in this.
I’ve been pondering about communication. It’s everywhere, isn’t it? It’s even there when it isn’t… From individuals through organisations, Governments and society; whether it is face to face, on-line, phone, print, art, music, interpretive dance…
what we say, do, don’t say, or don’t do,
all communicate something to someone.
Communication is often thought about in terms of technology, or people, and occasionally both, but rarely considers context. Context is key.
… & don’t
A very quick one this time. A couple of things I wanted to share but didn’t quite get in when I was writing.
The first is the commitment made by the NASA Pirates, their manifesto, if you like — the Pirate Paradigm. This is simple: there is much in here to learn from, to adopt and help organisations thrive. Realise from this that it is not about being better for themselves, but making outcomes better for the organisation, and everyone in it. …
“If your horse dies, get off it.” 15s30m.co.uk
A short while ago, I was asked to talk about the things I viewed as the fundamental challenges facing senior leadership. This was with a view to developing a set of interventions which would help develop board level thinking on how to tackle these challenges.
I came up with a set of 5 bullet points, which I believe provide anchors for the broader opportunities & changes that organisations and individuals need to face in the current (& emerging) climate. …
Really interesting, Thea. I am taken that the group recognised that moving too fast wasn't working, and that forming a definition isn't a driving factor! I have worked in Government, organisations & people who are so constrained by definition forming they don't move forwards - in fact, sometimes they lose sight of the outcome they're seeking because they're trying to define the journey.
Thanks for this - I am looking forward to seeing what comes next!
Why reflective practice should be part of every organisation (pt 1 of at least 2)
‘How do we step back from the day to day?’ — Professor Chris Bones asked this question of the audience at a leadership event (https://www.linkedin.com/in/professor-chris-bones-793a50/). It was met with some fairly standard responses, from ‘’I don’t have the time’ and ‘we don’t’, through ‘we should’ to, ‘what’s the point, nothing will change anyway’. …
A very brief musing
As some people know, I have 2 businesses. In one I help organisations put people at the forefront of their thinking, in the other I design gardens.
Last week I spent most of the week designing a special garden. It is intended to make people think about getting involved in gardening, their own, or a community space. It’s been a week of excitement, frustration and pure creative glee!
I wanted to create a space where flowers, grasses and edibles sat next to each other, providing mutual benefits; attracting, or discouraging, certain insects; providing long, mixed seasons…
engaging people is at 💜 the of successful change
Simon Caulkin says that 70% of all large change initiatives fail; IT change programmes are slightly higher … Let that sink in for a moment … How much time and money are spent on change programmes, consultants, ‘making change happen’. (That phrase needs to be banned).
I’m astounded that many organisations continue with the same change practices, proven to fail more frequently than succeed. This happens especially where people focus on the bottom line: profit over purpose. …
…and change agents, and pirates
“Have you noticed? We’re shifting from one era to the next.
From the modern, industrial age with linear and predictable answers, to a complex, interconnected and volatile world. Where what we do affects who others become and impacts our whole environment, without us fully realising it.
We need different voices — people with fresh things to say who don’t need to shout”
From The Manifesto for Quiet Disruptors, Sue Heatherington.
Sue Heatherington’s book, Quiet Disruptors: Creating Change Without Shouting really resonated with me. It reflects many recent conversations (& some not so recent) calling for…