‘Frames’ appear in many forms in our lives every day. We use the noun ‘frame’ to describe hard things like wood or steel wall constructions, and soft things like data and concept structures. Amongst other meanings, we use the verb ‘(to) frame’ to mean choosing our words carefully, and planning or organising ideas and methods.… Continue reading Frames, Framing Effects, & Reframing
Tag: organisational development
X marks the spot for reflexive practice
Reflective and Reflexive Practice According to Plato, Socrates said “The unexamined life is not worth living” as he faced trial for alleged “impiety and corrupting youth”. Subsequently used to promote the virtues of philosophy, the quote may also be seen as a precursor to more recent encouragements for leaders and professionals to engage in reflective… Continue reading X marks the spot for reflexive practice
Reflective Governance: The MELD Model
The MELD Model is a blend, or ‘melding’, of the COBIT5 EDM Governance Model and the Triple-Loop Learning Model, which has its origins in the work of Profs Chris Argyris and Donald Schon. MELD stands for Measure, Evaluate, Learn, and Direct. See the header image above. This contrivance is simply an elaboration of the Evaluate,… Continue reading Reflective Governance: The MELD Model
Ways of knowing and being in organisational culture
Organisation culture – Part 5 When we hold directors and managers accountable for a problem with organisational culture, we affirm that culture is a product of choices made and actions taken (or neglected). Consequently, it cannot be fixed and immutable. While it may be consistent (and sometimes even seems ossified), it is amenable to reshaping.… Continue reading Ways of knowing and being in organisational culture
Organisational ‘personality’
Organisational Culture – Part 4 The personality metaphor ‘Organisational personhood’ refers to the legal concept that an incorporated entity, like a non-profit or for-purpose organisation, as distinct from its associated people (i.e. directors, managers, or employees), has some of the legal rights and responsibilities enjoyed by ‘natural persons’. (A ‘natural person’ in this sense is a human… Continue reading Organisational ‘personality’
Working ‘on’ or ‘in’ your organisational culture
Organisational Culture – Part 1 When we read about an association’s or charity’s culture in the media, all too often it is not a ‘good news’ story. They don’t generally give out Walkley or Pulitzer awards to journalists for stories about innovative, caring, or ethical cultures. The news focus, therefore, skews towards corrupt, risky, toxic,… Continue reading Working ‘on’ or ‘in’ your organisational culture