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SlideShare utilise les cookies pour améliorer les fonctionnalités et les performances, et également pour vous montrer des publicités pertinentes. Si vous continuez à naviguer sur ce site, vous acceptez l’utilisation de cookies. Consultez notre Politique de confidentialité et nos Conditions d’utilisation pour en savoir plus.
This presentation is provided for personal use only to attendees of Pamela Meyer and Tim Frick’s PDW workshop at AOM 2012 in Boston. If you would like to reference materials from this presentation within your work, please contact the presenters at the following email addresses: pmeyer [email_address] ghtybytes.com
Tim talks about why the brewing metaphor works both for strategic engagement and the Informal Economy theme.
Tim to talk about brewing phenomena and state of craft brewing. End with "...and it's something we started doing at Mightybytes."
A monumental milestone that represents transition from informal to more formal economies.
The five steps of brewing.
Pamela discusses bullet points on slide.
Tim intro Mightybytes Pamela Story of Working from a Strength-based Approach/Working with Adult Learners
Tim & Pamela
Tim & Pamela FORMAT for each of the Five Dynamic slides: Pamela: Explain concept Tim: Make brewing connection Aligning individual strengths, building system capacity, discovering talents, building trust, everyone here has my back, etc. Tim: describe MB examples Pamela Describe Midwest Univ Images of strength-based engagement at each organization. How does this play out in the brewing process? Image idea: people brewing?
Invite participants to have a brief appreciative conversation in pairs around a question like: Think of a time when you participated in a highly successful collaboration. What were you doing? Feeling? Thinking? Use this list as a touch-point throughout. Tim/Pamela ask question? Alt: How do you see this principle enacted in organizations you are studying?
Tim & Pamela How does this play out in the brewing process? Tim: Mightybytes has to be strength-based: there are 100’s of web firms in Chicago alone.
How do you see this principle enacted in organizations you are studying?
Pamela sets this up. Tim: Introduced this concept into the business a while ago and has seen it grow both strategically and organically. Brewing example: how do we recycle our spent grain?
Pamela will setup Tim, brewing example: Assign a brew-meister, do the research, lead the learning portion Experiential: taste, demonstrate, etc. Tim/Pamela volley
Tim/Pamela: Key point: As relational knowledge is built, so is interest in sharing skills and knowledge, as will as willingness to own/admit what we don’t know.
Pamela will setup Tim: Brewing Example: Choice of the activity itself , playing within givens (malt, hops, yeast) Secondary benefit: more agile, building individual and systemic capacity for innovation.
Intrinsic becomes a key aspect of the organization’s economy Link to aspirations of SOAR process
Pamela Set-up: Two types of play Participatory example Tim Brewing Example: All hands on deck, dynamic, focused but fun, willingness to experiment
Tim/Pamela Pamela: make point of difference between descriptive and prescriptive Benefit: building social ties, confidence & capacity
Pamela: link to informal economy “expand what we consider valuable” Volley back and forth between individual, organization, and community.
Tim/Pamela Volley back and forth between individual, organization, and community.
Brew Camp mention?
Pamela leads. Conversational: What else?
Once again, this presentation is provided for personal use only to attendees of Pamela Meyer and Tim Frick’s PDW workshop at AOM 2012 in Boston. If you would like to reference materials from this presentation within your work, please contact the presenters at the following email addresses: [email_address] [email_address]
What's Brewing In Your Organization
What’s Brewing in Your
Tapping the Power of Strategic Engagement for
Pamela Meyer, Ph.D., DePaul University
Meyer Creativity Associates
Tim Frick, Mightybytes, Inc.
How do you/can you tap the
strengths of your organization
to generate value?
If one doesn't have the time to vet potential
partners, then dealing with friends or known
associates becomes a rational strategy.
Similarly, lacking resources and track
records, new businesses seek customers and
suppliers by tapping friendship networks, and
family and friends become the initial investors.
(Godfrey, 2011, p. 259)
From Verbs to Nouns
Dynamics of Strategic
Spirit of Play &
Dynamics of Strategic
Spirit of Play &
• Founded in 1998
• Illinois B Corporation
• Focus on projects (and profits) with a purpose
• Team-based activities inspire company growth
• Initiated strategic engagement endeavors in 2011
• Numerous company endeavors grew from this
• Strengths & Opportunity
• Possibility focus
• Innovation & breakthroughs
• Engagement of all levels
• Focus on Planning
• Energy creating
• Attention to results
SWOT vs SOAR
Stavros, J. M., & Hinrichs, G. (2009). SOAR: Building
strength-based strategy. Bend, OR: Thin Book
• Weakness & Threats focus
• Competition focus
• Incremental improvement
• Top down
• Focus on analysis & planning
• Energy depleting
Values-Driven Decision Making
• Team commitment to quality of work
• Value-reflection on strategic plan
• Business development practices based on core values
• Team development based on education and core values
• B Corp framework