Trying to prepare better for your next meeting? Have you considered the purpose of your meeting? Who’s in charge? What you expect people to do? How about the experiments you’re trying, or the true cost of the meeting in the time of the attendees?Read More
I don’t believe “Change Management” works as well as we expect it to. Organizations spend months (or years) building something, and — when they’re almost finished — hand over the nearly complete project to the change management professionals and ask them to get the entire organization on board. It is a recipe for failure.Read More
Our customers design “experiments” in nearly every meeting we facilitate at Filament: simple, easy, fast, and cheap things that might help their organization learn something, try something, or build something.*
Experiments are smaller than “pilots” and certainly not as large as “projects” or “initiatives.” They’re just big enough to provide a modicum of proof and direction that might help a team decide what to do next.Read More
The next time you need people to plan for a disruptive future, give them five to think about instead of just one. When we do this work, we divide people into at least five different groups, and give each group one of the following “futures” to discuss:Read More
My name is Matt, and I’ve got Idea Surplus Disorder a.k.a. “Shiny Shiny Syndrome” real bad.
You’ll know you have it too when you regularly give in to an overwhelming urge to start working on something new (and amazing) instead of wrapping up your current projects.
And Idea Surplus Disorder isn’t only an individual affliction — organizations can suffer from it, too!
Though “ISD” isn’t (usually) fatal, the cumulative results of pursuing new ideas at the expense of finishing others can have debilitating impacts on your business and your team.Read More