Communication with goal-oriented design and community persona strategy

Communication is a bridge, on one side is our thought, the other side our audience. The gulf between the two littered with wasted efforts and missed intentions.

What you intend to convey and the view of how your audience reads and reacts reveals the gulf between getting it done versus getting it accomplished. Goal-oriented Design improves the way we think about communication and the channels, the vehicles, and the modes you to create community impact.

Diversity is the spice of life, your work can have greater impact with Goal-oriented Design added to your profession and your work … or continue to build that bridge to nowhere.

Community persona for organization development

Why do people matter? Because people are the only way organizations, and communities, achieve or sustain anything. To understand people you need to understand what answers they look for.

Clear links from content to the place where action occurs is crucial. To move from selling to solving means a move from your motivation to get it done to another’s motivation to solve a challenge. Persona strategies create marketing goals more effective than traditional advertising.

Buyer persona for organization strategy and development

The technical skills, frameworks, and tools that HR and organization development rely on to understand, communicate, and motivate interventions for people and organizations needs a reboot. A relaunch. A restart. This starts with a peek outside their profession: enter marketing, with a social media twist.

The persona effort, based on the usability and goal-oriented design, is a superior framework to plan, launch, guide, monitor, and manage organization interventions and change management initiatives than many organization development frameworks.

Who knows? Many times not many people do

In a healthy environment, admitting what you don’t know is part of the process to come to a shared understanding.

In an unhealthy environment sticking to a point you think you know, but do not really know, drives people to defend positions from a point of weakness that can easily turn into an indefensible point of embarrassment.

The separation from noise to decision is about want to know and who you know. Here are 8 steps to go from noise to decision.

The pain with change management

A leader’s job is to not create a space that causes so much pain that people must move, but to create a compelling future vision people are drawn to.

If leadership starts their focus on what did not work or what you do not want to happen then effort goes into putting procedures in place that constrain. If leadership focus starts on what worked or what it looks like when it worked and the focus shifts to how it worked to and what is achievable, what is possible.

Appreciative Inquiry, as a principle for design and change management, allows organizations to change the focus. Where we inquire, we move and Appreciative Inquiry changes the change.

Why your business strategy is a project portfolio

The ability to scope and deliver a project is a competitive advantage.

The best organizations realize project management capability as a strategic differentiator, the lagging organizations only staff project management skills within Information Technology departments.

I now rely on the term portfolio planning to describe the translation of strategy to a group of project options an organization can undertake. A portfolio view projects priority using the same risk and return criteria capital expenditures and other financial or strategic commitments are evaluated.

The devil in the details — the strategic plan

I find people have a tendency to become too involved too quickly with tactics. Tactics include what to buy, what to build, what to move. Strategy is why build, why buy, why move.

Much of your organization is involved in the detail of execution, it is illogical they are not strategically aligned. When your team discovers tactics they deliver align to organization goals there is clear purpose in what they do.

Purpose provides motivation.

The meat of the strategic planning process is the goals-objectives-actions value chain. People may have other definitions for goals, objectives, and actions, and bristle at the rigidity of the definitions, however, a single use for each term will remove interpretation and confusion.