I can guarantee that at some point in your career, you've experienced The Slide. Things stop making sense. Team confidence drops. It becomes hard to know what is going on objectively. Everyone has a pet explanation for what's causing The Slide, but no one is right. Or everyone is right, but no one is RIGHT. The team is in a funk and it it seems like you’re sliding down an endless slide.
It is my experience that when faced with large unexpected problems such as NDE or dysfunctionally inefficient organisations we should start with a different context to look for inspiration and solutions.
Starting small tells us how to start - but not where. I prefer to relax the bounds of the business problem and look to art and nature for the solution. Artists learn differently to agile workers. Rather than failing fast artists compose, practise, and rehearse then perform, record, edit and distribute. The art form may be static (architecture, poetry and prose, painting or sculpture) or dynamic (music, dance, movies, games). Applying dynamic solutions is scenario modelling - and there are 8 basic shapes of action over time to consider then select the best candidate, and have the others as contingency to recognise inflection point and know when to apply interventions.
For myself change is simple. When applying chage to an organisiton it is rather more difficult. Knowledge and information are hidden in a similar way that films are classified. To this end I use lean scenes to show the necessary change and benefits at 3 levels - maker, manager, master. It is new and and flexing and you are welcome to try the tools and technniqies here https://timeandemotion.com/climate/salve
That slide is sooo familiar!
As always, remember that I draw on interactions with hundreds of companies https://astonjackets.com/product/dandy-worldwide-gift-giving-hoodie/
It is my experience that when faced with large unexpected problems such as NDE or dysfunctionally inefficient organisations we should start with a different context to look for inspiration and solutions.
Starting small tells us how to start - but not where. I prefer to relax the bounds of the business problem and look to art and nature for the solution. Artists learn differently to agile workers. Rather than failing fast artists compose, practise, and rehearse then perform, record, edit and distribute. The art form may be static (architecture, poetry and prose, painting or sculpture) or dynamic (music, dance, movies, games). Applying dynamic solutions is scenario modelling - and there are 8 basic shapes of action over time to consider then select the best candidate, and have the others as contingency to recognise inflection point and know when to apply interventions.
For myself change is simple. When applying chage to an organisiton it is rather more difficult. Knowledge and information are hidden in a similar way that films are classified. To this end I use lean scenes to show the necessary change and benefits at 3 levels - maker, manager, master. It is new and and flexing and you are welcome to try the tools and technniqies here https://timeandemotion.com/climate/salve
This is happening now
Too real
John, your words and thoughts inspire time to stop up and reflect. Sometimes that's all we need. This was what I needed.
Thank you.