Hero background

Blog

Content scroll icon
Wanting Proof Positive: Reframing the “Measurable Outcomes” Problem
Wanting Proof Positive: Reframing the “Measurable Outcomes” Problem Thus, whenever a change is discussed, there will be an immediate demand for measurable outcomes and hard data that the change will improve the operations. But what happens when what you value cannot be easily measured? In fact, many of the things that matter most in your organization defy measurement. Let’s explore how to reframe the cult of measurability in order to ensure you pursue not only what “works” but what matters. Read Post
Where Else Is This Working? Reframing the “Guaranteed Success” Problem
Where Else Is This Working? Reframing the “Guaranteed Success” Problem Business is risky. There is no way around it. You need to try new things to advance and yet you also somehow want a “guaranteed success.” Thus two major impulses are constantly in conflict: wanting to innovate and at the same time wanting the reassurance that what you are contemplating… Read Post
Taking It To Scale: Reframing the “Scalability” Problem
Taking It To Scale: Reframing the “Scalability” Problem Whenever a pilot project is successful, the question you can inevitably expect is “scalability.” How do you take this to scale and make the same thing happen across departments, or locations, or teams? It worked in one place, so let’s make it work in every place. And let’s do it… Read Post
Fix Those People: Reframing the “Behavior Modification” Problem
Fix Those People: Reframing the “Behavior Modification” Problem Behavior modification (or behavior change) is a classic human predicament that is reflected in the question: How do I get those people to change their behavior? It's time to reframe the problem statement if change is what you really want. Read Post
Tom & Jerry: Reframing the “Conflict Resolution” Problem
Tom & Jerry: Reframing the “Conflict Resolution” Problem Conflict resolution in the workplace can often seem impossible to fix. But new possibilities are opened up when you begin to challenge common assumptions. Read Post
Define What You Mean: Reframing the “Clear Vision” Problem
Define What You Mean: Reframing the “Clear Vision” Problem When tasked with implementing change in your organization, you may have found yourself in this position: The goal of change has been shared, presented, and discussed repeatedly. Yet you keep hearing the claim, “We need a clear vision of what we are moving toward.”  This is… Read Post
The Deadwood Dilemma: Reframing the “Low Performer” Problem
The Deadwood Dilemma: Reframing the “Low Performer” Problem There are few things that incite feelings of injustice at work as the perception of “freeloaders”...low performers, reaping benefit from other people’s work. Read Post
The Inmates Run the Prison: Reframing “The Bad Boss” Problem
The Inmates Run the Prison: Reframing “The Bad Boss” Problem Bosses are created by those who work for them. If the boss isn’t bossing well, then the team is teaming well. Reframing the classic problem Boss around the responsibility of the team makes change possible. Read Post
Why Now is the Best Time for HR Leaders to Forget the Seat and Get a Table
Why Now is the Best Time for HR Leaders to Forget the Seat and Get a Table Learn from 3 influential HR Leaders about How to build INFLUENTIAL HR TEAMS that create collaborative relationships as respected strategic partners. Read Post
The Three Consulting Roles: How to Stop Fixing and Start Collaborating Now is the time to get your expertise used at work. See how you can stop fixing things and people, and start collaborating today. Read Post