Strategic versus Operational Conversations

A recent conversation on LinkedIn about the relationship between a strategic artefact and an operational conversation led to some interesting insights. The original question posed was whether or not it would be appropriate to use a Balanced Scorecard as part of the day-to-day operational conversation. There was general agreement that it would, but for not […]

Design Thinking vs the Logic of Scientific Inquiry

We’ve now looked at two promising frameworks intended for organisations to understand and implement change: Design Thinking (DT) and the Logic of Scientific Inquiry (LOSI). Both acknowledge the complexity and human nature of organisations and both enable iterative learning as an approach for steering change. The instrumental, practical focus of DT appears to be very […]

The ‘Logic of Scientific Inquiry’ as a Framework for Change

In the past two weeks we have been considering popular models and frameworks for organisational change, focusing on their ability to enable organisational learning. We didn’t find one that supports all the three requirements: an iterative process that supports the accumulation of knowledge, emphasis on cause-effect explanation and support for multiple modes of learning. This […]

A couple of other models for change

Last week we identified some characteristics of organisational learning and checked to see if four well-known models for change consider these requirements. We concluded that none of them do. But readers suggested of a couple of frameworks that do seem to support at least some of these requirements. Let’s take a look. We have last […]

Strategic Alignment and Models for Change

When dealing with change in organisations, most of us have some experience of unexpected outcomes. One way limit the scope of this unpredictability is the use of frameworks, which represent the insights and knowledge of those who built them. We’ve explored, compared and integrated a few frameworks over the past few weeks. Another way to […]