Many organisations confuse their goal with their vision, mission or purpose. When I help my clients define their goal, I specifically ask for an answer of at least how much by no later than when? It’s not a target, but rather a bearing with two coordinates. If you can make more, sooner, then why not?
How structured is your thinking? No less a figure than W Edwards Deming made the theory of knowledge one of four pillars in his System of Profound Knowledge. And yet, in my experience, very little structured thinking goes on in our modern workplaces.
Our evolution has been a constant struggle to find the balance between the chaos of primordial nature and the order of cultural development. As a species, our primal wiring is to fear the unknown. But nothing remains the same, and all things must pass.
Recently, I wrote about Asset Constraint Management and the capabilities required to achieve remarkable results. None of that will amount to much if you don’t encourage a systems thinking mindset with behaviours to match. Systems thinking is at the heart of what we do, encapsulated in our mantra: ‘know the whole, focus on the constraint’.
In Part One of this series on storytelling, we looked at the importance of stories as a way to inspire change in the people we seek to lead. This article looks at the big, overarching narratives that can drive our people to see themselves and their work in a new light. We tell our biggest