We have developed several proprietary frameworks, to facilitate joint sense-making, increase understanding, and provoke new insights into the dynamics of organizational change and development.
Introductory (one-page) briefing notes on five of these can be obtained via the relevant download button. These are provided solely for your personal use. If you would like to explore any of these frameworks in more depth, and to find out how they might be useful in your own business, please get in touch.
As always, it is the conversations that flow from the use of these frameworks that are important, not the frameworks themselves.
Business Performance Framework
The Business Performance Framework is designed to enable meaningful conversations about:
- WHY we are doing what we are doing - and why we might need to do things differently in the light of current and emerging challenges and our own aspirations for the business;
- WHAT desired outcomes we need to pay attention to now, both to achieve our current performance objectives and, at the same time, to change the business for a different future; and
- HOW, specifically, we intend to set about addressing this continuously emerging business agenda.
Leadership Communication Grid
The aim of the Leadership Communication Grid is to help managers understand and embrace the full range of communication approaches that affect organizational change and performance. In particular, it highlights the critical role that informal and unstructured forms of communication play in determining organizational outcomes: shifting the focus from message-passing to joint sense-making.
The Enabling Change framework aims to overcome the drawbacks of conventional approaches to planned organizational change. It does this by blending together the formal and structured aspects of planned change with the real-world dynamics of organization through which change and performance ‘outcomes’ emerge in practice.
Moments of Leadership Truth
The aim of the Moments of Leadership Truth framework is to raise managers’ awareness of the powerful impact that their words and behaviours (including their silence and inaction) have on the widespread patterning of interactions through which organizational culture, day-to-day practices, and performance outcomes emerge.
Unlocking Organizational Talent
Unlocking Organizational Talent aims to encourage and enable individuals to contribute effectively to organizational performance, by developing their knowledge, skills and abilities to the full, and applying these creatively, collaboratively and with business insight.
Other frameworks are also available.
It is important to recognise that the dynamics of organization are complex, uncertain, and ambiguous. These cannot be reduced to the multitude of abstract models and frameworks on offer to managers – including those set out above. However, those shown here all draw attention to the hidden, messy and informal dynamics through which organization is enacted. As such, when coupled with the in-depth understanding of these ‘real world’ dynamics that is provided by the informal coalitions/‘wiggly world’ perspective, these frameworks can be applied with more insight and confidence than is possible with many other methodologies.