I heard this quote the other day, but I didn’t catch who originally said it. Art requires rigour, science requires creativity The first point is that it’s contrary to the standard view. The second point is that both perspectives are valid and that there shouldn’t be that much of a difference. It then made me think of typical transformation programme roles and the relation between creativity and rigour. Most roles have a balance between the two, with that balance changing according to the standard role and, at times, according to the demands on that role. For instance, process analysts should generally follow a set of standards. Business Analysts have to be more creative, but still have methodologies to follow. Service Designers have less rigour methods, usually a composition of tools and techniques rather than the standardised methodologies of previous decades. […]
I’ve developed a Partnership Map, designed to help us think about which companies we partner with and why. With my clients, I’ve often found workshop attendees confused (at least initially) by the term partnership. If you use other well-known tools such as the Business Model Canvas, maybe you’ve encountered similar issues. We all use the term partnership, but rarely question what we actually mean by it. I usually revert to asking what the partnership entails. If it’s one company paying another for services, is that really partnership? Components There are two parts to the target The Map itself: designed so you can print it large and place your partnering companies on the map A table of the definition of the tiers. I’ll admit this is a very rough draft, but I thought it better to get it out in the […]
Introduction We should be careful when we judge the effectiveness of others and reflecting on this can in turn help influence us in how we approach change activities. I’ll use this chart (shown in more detail further down) to describe the differences. First Day Effectiveness On numerous occasions, I’ve seen people judge others by their effectiveness on the first day at work. In some cases that may be fairer than others, but let’s take the view of a clinician arriving on a hospital ward for the first time. That nurse may be one of the best nurses ever to have existed, complete with outstanding nursing skills and excellent nursing experience, but they may be judged overly harshly as being ineffective due to not knowing the location of certain items on that particular ward. It always takes some time to understand how a new environment works, whether […]
Whatever system, process, technology we’re implementing, shouldn’t we be designing for everyone? Or at least everyone in the target customer segment? Background In the last couple of weeks, I’ve read a number of articles that have consolidated and made me reflect on my thinking about designing for disabilities and what counts as normal. Having spent a number of years working in the health and social care sector, I’m well-versed in the practicalities of working with people with disabilities. But I still hate the phrase “people with disabilities” and every other similar phrase I’ve ever seen. I don’t like the word inclusion, not that I don’t like the concept itself, but that I don’t like that the concept has to exist. Hence the title of this article as “Designing for Everyone”. What’s an average person? I read The Atlantic’s article on how we’ve ended […]
This is just a brief introduction to a classic method for performing stakeholder analysis. It’s a simple concept and I’m including it since it’s another good example of a 4-box model. To misquote Helmuth von Moltke the Elder: No project survives contact with the customer Background Every change activity has to deal with people. Whatever you’re planning, you’ll affect some people more than others and some of those people you affect will have a greater opportunity to influence your progress.
The story listed below is one that happened to me late last year. I still remember it with a smile, partly because it shows just how unaware the people were in the room and partly because it’s a great example of how a meeting can waste time. So for me, it’s a good example of why workshops should have a facilitator and that works out better than just calling a meeting. I remember a meeting a few months ago. The rooms had frosted windows you couldn’t tell which meeting was which. I walked into three wrong meeting room. I saw 4 people sat down not talking to each other, nor were they looking at each other. I was fully in the room with the door closed behind me by the time I’d noticed. I left after a few seconds. No-one in […]
Regardless of the project, sometimes we all need an external guide to help us along. Facilitation brings structure to events, ensuring that attendees stay on-track. The facilitator needs to be sensitive to the needs of the attendees and the needs of convener. The two sets of aims may well not be the same. Good facilitators will bring about results regardless of the differences. Facilitation sessions are split into 4 phases: Initial engagement, identification of purpose, high-level scope definition Planning, arranging, engagement with attendees and procurement Facilitated sessions Output report and review Previous clients have found facilitation useful for setting strategy, uncovering the real underlying problems and deciding on solutions to difficult problems If requested, any follow-on work beyond the output report is contracted separately. If you think you could benefit from a facilitator, contact us for an overview and further details.