Change Conversation.     

If we change the conversations people contribute to, we change the way they think and what gets done in the enterprise.

“An organization’s results are determined through webs of human commitments, born in webs of human conversations.” (1) “In fact, thoughtful conversations around questions that matter might be the core process in any company – the source of organisational intelligence that enables the other business processes to create positive results. A more strategic approach to this core process can not only appreciate an organisation’s intellectual capital, but can also create sustainable business value in the knowledge economy.” (2) “Conversations are the way workers discover what they know, share it with their colleagues, and in the process create new knowledge for the organization. In the new economy, conversations are the most important form of work ... so much so that the conversation is the organization." (3)

And because in changing the conversation we provide contributors with new, adaptive skills, they are better equipped for the further, inevitable changes of the future.

Our Toolkit Includes

Conversation: We are skilled listeners. We listen for significance, and have broad experience of human and technical contexts that enable us to filter and sort rapidly

Graphics: I think in pictures. Clients ask me: "David – draw us a picture..." I have a synasthesia that emerges in "seeing" problems and conversations as graphics

Heuristics:We use a range of our own models forged in complex problem spaces, as well as the best we have found from years in practice

Design: We work in the realm of resolving "wicked problems*", using both analytic and design approaches.

(1) Fernando Flores, quoted in Brown, J. and D. Isaacs Conversation as a Core business Practice The Systems Thinker December 1996-January 1997.

(2) Brown, J. and D. Isaacs Conversation as a Core business Practice The Systems Thinker December 1996-January 1997.

(3) Webber, A.M. (1993). What’s so New about the New Economy. Harvard Business Review, 71(1), 24-42

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