more beautiful question, berger, book, Toby Elwin, blog

A More Beautiful Question by the book

People are born to inquire and to discover. Between two to five years old a child asks 40,000 questions.

Then we are taught to stop asking, stop seeking, and stop inquiring.

Questions are the fuel of curiosity.

Seems the concern is more about the answer and we have lost the patience for questions. Questions challenge authority. The impact: no questions, no innovation.

From the board room to a bored room, there is much to gain from Warren Berger’s new book, A More Beautiful Question.

deloitte, corner office, analytics, Toby Elwin, blog

Fast Start — Corner Office Analytics

Rule #1 in communication demands you know your audience. Since there is more than one corner office rule #2 states all analytics are not equal.

Corner Office Analytics (Infographic), presented by Deloitte, offers a guide to questions each CXO needs to be able to answer. If your CXO needs to answer these questions, you can be sure they expect you provide accurate context for connection.

ben hur, social media, organization, culture, Toby Elwin, blog, engagement

Company social media strategy reflects organization culture — engagement

A company that does not engage their market lends little confidence they engage their employees. A persona-driven strategy identifies characteristics through insight, data, and feedback to develop pertinent images of an ideal customer’s goals, needs, and objectives.

Social media reveals organization culture through more transparent ways than any HR engagement program.

What people want, may not be what you want to say. That gap is more realistically a chasm.

capable company, book, cover, Toby Elwin, blog

The Capable Company by the book

When I hear capability model I think competence, competence naturally leads me to motivation. So, capability model, to me, represents a human capital knowledge, ability, and skills framework.

Enterprise, systems, or business architects, view capability models as what a company needs to do to execute strategy.

Any link is a system link and strategy is only as good as the ability to execute. Within the pages of The Capable Company: Building the capabilites that make strategy work, I intend to find capability model methods that identify business and technical details needed for strategic links to execute those capabilities.

columbus, capability model, Toby Elwin, blog

Capability model incompetence

Capability models rarely aggregate the sum of people capability. Organization capability is sabotaged by people capability, the organization capability model rarely covers the contingency of the unwilling, the unable, and the unmotivated.

Organizations are a product of social interactions, not industry feature. People decide to avoid each other or work together and that is the sum of individually-motivated competence, not organization capability.

change management, book, Gregory Shea, Cassie Solomon, Toby Elwin, blog

Recently finished book – Leading Successful Change, 8 Keys to Making Change Work

Many books attack the rational case for change, but often miss the crucial element to understand change: plans are rational people are emotional. In “Leading Successful Change” Authors, Gregory P. Shea, PhD and Cassie A. Solomon write change management continues to fail at a rate above 70% for 2 reasons.

The good news? Offered within are 8 solutions to turn your change efforts into success. The better news? You may only need 4 of the 8 to succeed.

Within is a review of their book, “Leading Successful Change, 8 Keys to Making Change Work”.

thinking, systems theory, book, meadows, Toby Elwin, blog

Systems as a current challenge

Systems theory and systems thinking relies on interface, feedback, organizational goals, input, throughput, output, differentiation, and integration. Thinking in systems means no change can happen without effect on other actors in the system.

When thinking through solutions, it seems we forget a team, a department, or a division is a part of a larger system. If you think in problem solving mode, then your diagnostic needs to account for undesirable behavior characteristics are part of the system structures that produce them.

Glass Half Full Appreciative Inquiry, blog, Toby Elwin, organization change

Glass half empty of an appreciative view

The glass half full or glass half empty analogy presents a shortcut perspective to infer either an optimist view or a pessimist view of the world, respectively.

However, with an appreciative mindset the glass is neither half full nor half empty, the glass is full.

A full glass now provides a more complete perspective of possibility and a full view of Appreciative Inquiry options.

wile, coyote, murphy's law, Toby Elwin, blog

The failure of Murphy’s Law

When things get bent Murphy’s Law takes too much credit (blame) when the more likely result being a symptom of poor planning and failures further upstream and earlier than Murphy ever came on the scene. The only law I do believe in is the law of gravity.