“All progress depends on the unreasonable man”, so said George Bernard Shaw. In an age where organizational leadership and collaboration requires listening and understanding is there a role for the… Read more »
As we know, some people complain and blame others for their problems. They usually resist change. They can easily tell you what’s wrong, and their solutions require other people to… Read more »
It’s past time to master stakeholder engagement and experience. It’s simply not enough that many organizations now pay more attention to the customer, even employee engagement. The stakeholder’s experience also… Read more »
Should a CEO allow her people ample time to analyze problems in the usual manner? You know those meetings…what seemed like a problem last week now looks like a crisis…. Read more »
“Organizations need to be nimble so that they can better manage and adapt to the changes that are going to happen anyway” Kevin Aguanno A while ago I wrote that… Read more »
We have to be out front of change much of the time. Reacting to change as it happens is the old normal. The new normal is to anticipate, to not know exactly what will happen yet still have a plan. Part of the new normal is working with stakeholders who may or may not want what you, the organization, have in mind.
My latest paper on Sustainability v3.0 attempts to define the forthcoming Sustainability initiatives in businesses organizations, Sustainability 3.0. The paper also identifies the three anticipated key challenges for Sustainability 3.0 and initiates discussion on how can we collectively solve them using Solution Focused change techniques.
Here’s a way to make a difficult situation worse. I came across a web page titled, “Work related stress – together we can tackle it”. What do you think is wrong with this typical to-do list?
When I wrote the book ‘Fry a Monkey. Create a Solution’ I had only one idea in mind – that it be useful to people who facilitate (today, that’s most… Read more »
Traditionally, project managers tend to be risk-focused and assess project risks, ranging from those that are most likely to cause system failures (integration, security, etc) or have a huge cost impact (licensing, outsourcing, etc), to those that might push the schedule back in failed scenarios (resource related risks). A lot of time is spent looking at ways of de-risking situations and analyzing what could go wrong.
John Nicol helps answer these questions and explains how Solution Focus (SF), due to its collaborative and facilitative nature can be a very powerful tool to enable project discussions with failures removed.
John is a SF professional and a Certified Scrum Master. As a SF professional, he has been successfully applying the approach in different types of businesses. He suggests the following 5 ways SF can complement project management.
Look at successful methods of doing things to enable progress
Apply SF “future perfect” tool for better project planning
Leverage SF coaching to self-organize teams
Acknowledge and reward your team to promote solution-talk
Maintain transparency in communication with the Business Partners to create visibility