In Part 1 of this series, the TWLDA Identity Mode Framework was introduced as a reflective practice tool, showing how its five modes — Thinker, Watcher, Learner, Decider, and Actor — support self-actualisation, enrich executive function, and promote systemic identity coherence. We also explored its applications in individual reflection and governance contexts, with charts illustrating… Continue reading Reflective Practice using Identity Mode Processing – Part 2
Tag: continuous improvement
Traversing the Valley of Change: States, Stages, and Lenses
Advocates of ‘continuous improvement‘ often present the associated change process as one involving a linear series of positive steps between current and desired future states. This characterisation of the change process is unfortunately not the way many experience it, especially during the period immediately after a change is introduced. One prominent example of the ‘positive… Continue reading Traversing the Valley of Change: States, Stages, and Lenses
“The (mind) map is not the territory”
Alfred Korzybski‘s famous quote ‘the map is not the territory’ reminds us that an abstraction or a reaction is not the thing itself. The header chart above alludes to the situationally determined nature of thought patterns. We sometimes describe thoughts as occurring in strings, streams, clusters, or constellations – like mind maps. Thoughts are connected… Continue reading “The (mind) map is not the territory”
“Ask a silly question …
… and you get a silly answer”. You have to ask a sensible question to earn a sensible response. My previous post argued that there is a set of criteria by which we can judge the quality of questions. It may not be immediately obvious to readers of that post that the same set of… Continue reading “Ask a silly question …
Quality Question Quest
A recurring theme of this blog has been the art of question framing. Question types, the skills required to ask them, along with various purposes for which they may be considered, have been the subject of earlier reflection and suggestions on this blog. See especially ‘A Question of Skillful Questioning‘. This post takes up the… Continue reading Quality Question Quest
The Wisdom of Epimetheus: Igniting Sparks & Fighting Fires
Paradoxically, nonprofit leaders are charged with igniting sparks of creativity and innovation while at the same time being watchful for grass fires, or worse, burning platforms. ‘Stealing fire from heaven’ In Greek mythology, Prometheus was associated with innovation. His name meant ‘forethinker’, from which we can discern his role as an archetype of all futurists,… Continue reading The Wisdom of Epimetheus: Igniting Sparks & Fighting Fires
The curious director
Curious about Curiosity I have been wondering about curiosity lately. This strangely circular activity feels a little like the sensation you experience when you step between opposing mirrors and see an infinite array of reflections bouncing off each other. I have used the mirror metaphor when advocating reflective governance practices before, acknowledging that it has… Continue reading The curious director
How effective is your board? – Part 6
This post concludes the series on board effectiveness evaluation with a somewhat disparate collection of observations and reflections. Some of the ideas and charts included here might have been quite relevant in earlier parts of the series, but if they were not available at that time, their inclusion here acts as an amplification and reinforcement… Continue reading How effective is your board? – Part 6
How effective is your board? – Part 5
Board Effectiveness Diagnostics Notwithstanding the shortcomings of simple surveys (e.g. one size does not fit all, tick-the-box mentality, etc.), boards can use checklists as mechanisms to ‘take the pulse’ or to perform basic compliance checks. The most fundamental diagnostics your board could use relate to legal and governance compliance – both as regards board effectiveness,… Continue reading How effective is your board? – Part 5
How effective is your board? – Part 4
Reflective Governance Directors of most non-profit boards are volunteers who are time-poor. In my experience, some are reluctant to have their work evaluated, partly because they feel insulted that their honorary work is being opened to critical review (as they see it) as if they were remunerated. And yet, when given the opportunity to identify… Continue reading How effective is your board? – Part 4