When the focus of a Business Process Management (BPM) initiative is to use technology to make process improvements in value chain activities (revenue generating) or management/administrative processes (cost reducing), there are a set of core practices that will help to ensure that expected results are realized.
Leadership is learned through the experience of leading. As illustrated by the Orpheus Chamber Orchestra (see video) building a leadership group where each has a sense of shared responsibility requires a collaborative environment where each is listened to and where the focus is on working together to solve problems and finding the best way to work together. Creating such a group of leaders requires that one model the desired behavior, coach others to take chances, and encourage critical discussions that are focused on finding the best idea rather than lobbying for ideas.
Early in my consulting career, I found myself crafting new methods and building methodologies. This has continued over the years as I’ve moved from one consultancy to another, between technologies and various types of projects. Throughout, I’ve found myself diving deep into method; never being satisfied with what was there, always looking for a better way to describe the tasks, milestones, and deliverables that made up my approach to a project or a type of work.
With practice my ability to craft methodology has gotten better. Describing a method has become a familiar process. I’ve built a library of past work which I’ll
Sheila and I had the opportunity to hold our Physical Awareness workshop as one of the "Playshops" at the Taos Institute's Play with Purpose conference two weeks ago. What follows is the post-playshop summary we created for the participants which describes what we did and what people experienced. Following this is a 16 minute video of Charles Limb speaking on the topic of the brain, improvisation, and creativity.
The source of lasting value that comes from the work we do as consultants and coaches is primarily in the experiences clients have from working with us. Because of its empirical nature our work is transitory. We may leave behind systems or refined processes but the deepest source of change, individually and organizationally, is in our clients’ memories of their experiences with us. So too, like consulting or coaching, Dance exists in the memory of those who see it. I was reminded of this at a recent dance performance I attended by the Lar Lubovitch Dance Company.
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