Start with why? Absolutely yes. But don’t stop there. “Why” isn't enough. “Why” is only part of the story. A good story has a beginning and an end. A coherent “Why” bridges the gap between start and finish. [...]
Blog
Responsibility Is A Process
Six words that capture six states that one goes through before they take responsibility for something. Simple on the surface but hard to do. A minute to read, a lifetime to master. It explains why my natural inclination is still to blame my wife first whenever I lose something. […]
Micro Agile
One of my favourite Agile principles is "Simplicity--the art of maximizing the amount of work not done--is essential." When introducing Agile ways of working into an organization, you can either wrestle with a raging bull or work like an assiduous ant. Go small or stall. […]
Ladders, Bridges and Lifelines
In my last post, I touched on ORSC's Third Entity as a tool to uncover and address the relationship gaps that can exist in an organization undergoing change. Gaps that include fuzzy reasons for change, lack of vision partnership and a status differential that perpetuates the hierarchical divisions between management, staff and the layers in between. Gaps that can impede, halt and even regress the progress and effectiveness of a system-wide change like moving to agile ways of working. But why do those gaps exist in the first place?
Walking A Mile In The Shoes Of The Third Entity
At a recent Agile coach retreat, thanks to Mike Kaufman, I was introduced to ORSC or Organization and Relationship Systems Coaching. A model for coaching people, teams or organizations. Unlike one-on-one coaching, ORSC shifts the focus from an individual to the relationship systems that individual is part of. One of the concepts we learned was “The Third Entity”. […]
There’s Fear in the Air
Change is hard enough without fear in the air. What do we fear? What fuels fear? How will we know when fear has been driven out of the system? [...]
Are Our Change Initiatives Suffering from Engagement Fatigue?
In this day and age of questionable employee engagement, can there be such a thing as "too much engagement”? Are employees and staff suffering from engagement fatigue? Or is it akin to communications where you could never over-communicate?
