What's Brewing In Your Organization
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Pamela Meyer & Tim Frick tap the power of strategic engagement for organizational success
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What's Brewing In Your Organization
- 1. What’s Brewing in Your Organization? Tapping the Power of Strategic Engagement for Organizational Success Pamela Meyer, Ph.D., DePaul University Meyer Creativity Associates @pmeyerphd Tim Frick, Mightybytes, Inc. @timfrick
- 2. How do you/can you tap the strengths of your organization to generate value?
- 3. Why brewing?
- 4. The State of Craft Brewing
- 5. The State of Craft Brewing
- 12. Shared Dynamics of Brewing & Strategic Engagement • Informal (not planned or regulated) (Hussmanns, 2004) • Organic (emergent) (Wheatley, 1996) • Social/Relational (based on trust) (Park, 2001) • Adaptive (Godfrey, 2011)
- 13. 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)
- 14. Strategic Planning: From Verbs to Nouns Strategic Plan Strategic Planning
- 15. Stamp Out Nouns! (Weick, 1979) Brewing Strategic Planning Strategic Engaging Strategic Acting
- 16. Dynamics of Strategic Engagement Values-Driven Decision-Making Intrinsically Motivated Innovation Spirit of Play & Playspace Strength-Based Continuous Peer-led Learning
- 17. Dynamics of Strategic Engagement Strength-Based Values-Driven Decision-Making Continuous Peer-led Learning Intrinsically Motivated Innovation Spirit of Play & Playspace
- 18. About Mightybytes • 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
- 19. • Action-oriented • Strengths & Opportunity focus • 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 Publishing, 12. • Analysis-oriented • Weakness & Threats focus • Competition focus • Incremental improvement • Top down • Focus on analysis & planning • Energy depleting
- 20. Strength-Based
- 21. Think of a recent successful collaboration
- 22. Strength-Based • Hiring/recruiting • Evolution to company’s core values • Led to SOAR approach
- 23. How are you/might you foster “Strength-based Strategic Action” in your organization(s)?
- 25. 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
- 27. Continuous Peer-Led Learning Opportunity to build skills & knowledge through: • Beer brewing & “brewstorming” • Lunch-n-Learns • Community involvement • Professional development fund • Product Incubators
- 29. Intrinsically Motivated Innovation • Brewmaster selection • Agile processes • Product incubation • Community involvement
- 30. Spirit of Play & Creation of Playspace
- 31. Spirit of Play & Creation of Playspace • Brewstorming • Participation in community events • Product development sessions • Lunch-n-Learns • Hosted events
- 32. Value-Generated
- 33. Value-Generated: Individual Continuously learn industry best practices, stay current
- 34. Value-Generated: Organization Evolve services to match changing industry
- 35. Value-Generated: Community Sponsorship of local events
- 36. Value-Generated: Community Support local organizations
- 37. What other types of value is/might be generated by tapping the strengths of your stakeholders?
- 38. Implications for Research & Practice What does it mean to “stamp out nouns” in organizational inquiry?
- 40. Continuing the Conversation Pamela Meyer, Ph.D. DePaul University • Meyer Creativity Associates @pmeyerphd pamela@meyercreativity.com meyercreativity.com Tim Frick Mightybytes, Inc. @timfrick tim@mightybytes.com mightybytes.com
Notes de l'éditeur
- 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.
- Pamela
- Pamela
- Pamela
- 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?
- Tim/Pamela
- 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]