Ultimately, an organization is made up of conversations: who talks to whom, about what. And those conversations get amplified (or ignored) and codified in documents, processes, systems and culture.
Current and future decisions, actions, and sense purpose are grounded in these conversations …”so much so that the conversation is the organization.” (Alan Webber)
The problem is that we have optimised for, rewarded, trained in and been attuned to certain (limited) types of conversations.
A simple example: the cognition and leadership required to be creative (or to extract, allow for and maximise creativity) is very different to the ways of thinking, acting and managing required in a conversation for optimisation.
To succeed in our collaborative enterprises, we need to get better at knowing which conversations we need to have, when to have them and how.
(Hat tip to Fernando Flores, Juanita Brown, David Isaacs, Paul Pangaro and Michael Geoghegan)