Taking the customers’ journey to the boardroom. Hands-on operational review. Rapid diagnosis. Sustainable results.
ByMatthew Arnold
I came across this little gem – a fantastic reminder of how people learn. I’ve seen many people (and experienced consultants) tell people how and what to change – and they always seem surprised when things don’t quite ‘stick’ in the weeks to come. Combining a “whole system” approach, together with an active “working-together” ethos during the change…
ByMatthew Arnold
It was a busy 2016, with a really mixed set of clients, including, amongst others: a London-based lightning-conductor design, engineer and install business a large southwest-based firm of solicitors, and preparing payroll systems for one of the world’s largest car rental business It couldn’t have been more diverse – so what do they have in…
ByMatthew Arnold
A New Year’s resolution is a tradition in which a person resolves to change an undesired trait or behaviour. We all know that – right? So why do so many of our New Year’s resolutions fail? Researchers have looked at success rates of peoples’ resolutions: the first two weeks usually go along beautifully but by…
ByMatthew Arnold
I regularly work with colleagues at MadAbout – people I’ve known for over 15 years(!). Our collaboration brings together a focus on: Applied Behaviour Analysis, and End-to-end system/process view using Lean and Systems Thinking techniques. It’s a match made in heaven – ticking all the boxes in the wider Socio-Technicial Systems Design approach to transformation…
ByMatthew Arnold
Why don’t some people want to change? Even when ‘we’ know things can be improved, often dramatically, we still seem to puzzle with those that seem less enthused.And of course, we never truly know what drives the behaviours, unless they tell us. But that doesn’t happen particularly often in the work environment. So, what can…
ByMatthew Arnold
This remains one of my favourite stories about how systems work together. We all know about the “5 Whys“. But how do you know how many times to ask “Why?” if you don’t fully appreciate the system in which you are working? (Clue: it’s not always 5 times…) The Lincoln Memorial story explains it beautifully. Initially, the authorities had a problem…
ByMatthew Arnold
Peter R. Scholtes was a genius – he certainly knew his stuff, but just as importantly, he was clever enough to make it easy for everyone else to understand. One of his books, The Leader’s Handbook, would have the title: “The Complete and Practical Lean and Systems Thinking Workshop Manual (for Dummies)” if it were published today!…
ByMatthew Arnold
In the change management arena, people interactions are key, especially for those in the consultant’s role. I continuously refer to Daniel Goleman’s work, an American psychologist who developed a framework of five elements that define emotional intelligence. Self-Awareness – People with high emotional intelligence are usually very self-aware. They understand their emotions, and because of…
ByMatthew Arnold
I stumbled across this wonderfully vivid explanation of the key elements to a successful change management initiative. Changing an organization from doing business one way to doing business another way is like a theater company changing from one play to another. Of course it’s never easy (even though we’d like it be) but it helps…
ByMatthew Arnold
If you always think as you’ve always thought, you’ll always do what you’ve always done. If you always do what you’ve always done, you’ll always get what you’ve always got. If you always get what you’ve always got, you’ll always think as you’ve always thought.