One of the most interesting things we do in organizations is render topics and truth undiscussable. Through an intersection of power and our own complicity, we allow for a rearranging of the facts to align with someone else’s preferences. That can have consequences for us, for our careers, and for our ability to simply have a coherent and objective conversation. As prevalent as the elephants in the room might be, though, there are some relatively straightforward strategies to both name them, and invite them to leave.
Last week’s post about planned and emergent projects was both a continuation and a departure for me. It was a continuation, in that it speaks to project management and outlines concepts that I have been endeavouring to work with and introduce to customers for some time. It is a bit of a departure, however, because […]