The idea of creating regular time and space for a “Meadian” model of teamwork seems almost unconscionable. But without it, we’re never getting off the hamster-wheel.
When I wrote a paper on bringing systems thinking into strategy almost 4 years ago, it was hard to find many established charities paying more than passing reference to these concepts
I often see tensions and conflicts in my work, between trustees and executives, individuals and departments, even organisations across the sector. But do we always have the maturity to constructively resolve them?
It is normal to “tune out” the background mediocrities and modest dysfunctions of our teams and organisations, but it’s those things that come to define our cultural expectations.
The next time you manage to create some of that rare and invaluable free-discussion space with your executive or your Board, you might find it mind-expanding, to ask yourselves this…
As a sector, we desperately need better ways to play our game, and we will need to nurture our own Cruyffs and Guardiolas to envisage and exemplify them.
I’ve seen more strategies and engagement sessions than I care to mention, and far too many are little more than lectures about the logic.
How are you examiniming the stories, traits, and cultural barriers that are preventing your organisation from achieving its potential?
The most memorable compliment I have ever received from a client, was this: “The most valuable thing about you, Martyn, is that you know nothing.”
Recorded in a live seminar from February 2023, Martyn examines the tensions between planned strategies and agile working, and the more enlightened approach to strategic thinking required to resolve them.