Whether we are aware or not, our organizations and systems are continually writing and rewriting a continuous and ongoing narrative. A saga of who we are, where we’ve been, and very often, where we are going. A constant creation of us.
So the question becomes…
How often do we take a deep dive look at this narrative that we have or are creating? How often do we look for the ‘signal in the noise’ that is arising from this narrative that we are weaving and reweaving throughout our organizational culture and systems?
How often do we consider what Debra Kaye refers to in Red Thread Thinking as our “conditioned knowledge?” Which she adds as “a set of beliefs on the order of ‘that’s the way it is; that’s the way it’s always been done’ that often keeps us from questioning beliefs, processes, or methods.”
How often do we consider our ‘narrative’ of and for change?
Too often we view innovation from a slim perspective or a limited lens, but innovation can be seen in the ‘narrative’ that ultimately drives and forms the culture we work to create in our organization and systems.
Interrupting and innovating that narrative allows us to disrupt the current state of things…
Inability to do this, lays our organizations and systems open to what Nassim Taleb terms “narrative fallacy” or for which Debra Kaye shares as “the idea that imperfect stories about the past form our present perceptions and future outlook.”
Our narrative can serve as the foundation from which the bricks of status quo thinking and doing are lain…
The ability to look at the past and the present in deeper, even more critical ways, will allow us to not only understand, but better perceive the narrative that our organizations have created, which will eventually enable us to be better prepared for the narrative that we need to write.
The one which will lead us more effectively into the future.
“Look at what exists in the world with fresh and deliberate eyes, and you gain a remarkable advantage…” -Debra Kaye Red Thread Thinking