In response to Martin Silcock's case, I re-construct the symptoms
using Structured Object format (as per Outsights http://www.outsights.com)
and offer my perspectives:
======================================================
[Goal]: How to design a project to improve internal
communications?
[Fact]: Personal Coach & Organisation Coach
[Fact]: Coaching Principles
[Fact]: System Thinking
[Fact]: Communication
[Fact]: Independent and intellectual individuals
[Fact]: Fixes that backfire
[Symptom]: There is internal communication problem within a 35
strong graphic design consultancy
[Symptom]: Misinterpreted client briefs
[Symptom]: Clashes of priority on projects in different parts
of the process
[Symptom]: Lack of respect for each others discipline and work
pressures
[Symptom]: Generally not knowing how business is performing or
key issues facing it
[Symptom]: The consultant concludes: "How to design a project
to improve internal communications?"
[Symptom]: Organize cross discipline (account management,
creative, production) work sessions to identify and
explore the causes of internal communication
problems
[Symptom]: Intend to use cross discipline work sessions on
issues between departments and generally within the
business.
[Cause]: Reacting to unacceptable symptoms with formation of
cross discipline work sessions to "tackle" the
problems : find its root causes (solution implied)
and issues.
[Fix]: The starting premise is questionable : "to design a
project to improve internal communications?", with
a tone of mechanistic approach to solving a
technical problem. This is a problem in itself.
[Fix]: Methodology used, again is a mechanical model, like
an assembly plant - bundle all the
multi-disciplines, get issues surfaced up and look
for root causes and hence solutions.
[Fix]: From the symptoms described, the interacting
parties are specialists in their own right, hence
certain independency implied.
[Fix]: The more eager one is to look for root causes and
solutions, the more the real solution escapes us.
The focus should be on the use of System Thinking
(by all parties concerned) in a discipline manner,
the underlying system forces, structures
and dynamics operating, giving rise to various
symptoms.
Focus should not be on the symptoms, as that will
lead to quick fixes that backfire.
Ref: <a
href="http://www.geocities.com/Athens/5621/coach.html">Personal
Coach & Organization Coach</a>
====================================================
Andrew Wong
Organisation Observer and Thinker
http://www.geocities.com/Athens/5621
Personal Coach and Organisation Coach
http://www.geocities.com/Athens/5621/coach.html
An Associate of Outsights
http://www.outsights.com
--andreww@petronas.com.my (Andrew Wong Hee Sing)
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>