thealphaswarmer toolsets

Language Models To Enable Organisational Coherence: A Simple Yet Robust Framework

George Bernard Shaw in Pygmalion asserted “the single biggest problem in communication is the illusion that it has taken place”. Remember, many of language’s greatest and most subtle powers are invisible to those who use it. As such, in any organisational model that is either structured or unstructured; the notion of clearly defined language frameworks is second to none as this not only inspires the confluence of a number of specialist and unified scientific understandings within the system but also facilitates the management of atypical problems that arise when emergent order becomes untamed. It is clear therefore that communication in many business cultures has various tendencies and iterations whereby real work truly gets done when conversing euphemistically and in association with the mother tongue. This not only allows for the transgression of bureaucracies but also inspires the move towards a more horizontal enterprise supported by the use of digital technology to connect and relate dispersed organisational modes. Here, you are effectively de-siloing the risk inherent with bureaucracy itself!

In this toolset series, I delineate a simple yet robust framework that if employed correctly allows you to operate on all the sensing, mobilising and engagement planes. The three planes are well defined in Yves Doz, Jose Santos and Peter Williamsons book “From Global To Metanational: How Companies Win In The Knowledge Economy”. Through deductive reasoning, the authors proclaim that there exists New Challenges and New Opportunities in the true knowledge economy. These are, in essence:

1. Global Spread no longer being a competitive advantage

2. A single national market no longer leads in most industries

3. Valuation knowledge is increasingly scattered

4. Valuable knowledge is sophisticated and sticky

In totality, they very much prophesies that “companies need structures and processes to access, repackage, and mobilise complex knowledge to reach those who can use it”. By doing so, it will transpire thorough:

1. New sources of differentiation

2. New opportunities to unlock global consumers’ latent needs

3. New ways to create unique advantage

4. Instant global reach and scale

These are strong, deep and strategic concepts which are the responsibility of higher level management traditionally as after all, they are not only paid but in fact vested with the powers of strategy to manufacture and guide the corporate endeavour. It’s important to understand that in order to pursue and entertain these challenges and opportunities; leaders need to characterise the corporate vision and executional framework in reference to mission critical priorities.

In order to do this, we need to go back to some bare bones basics around communication models. Back in high school, I was introduced to the SEPL paradigm wherein you need to, effectively STATE, EXPLAIN, PROVE and LINK everything back to the rubric and core contention point. By doing so, you are covering all bases and not swaying away from the core activity. Hence, it is imperative that when articulating business projects, organisational change mandates, projects, tactical plans or even straight out corporate updates; we take precedence on the notion of defining the key principles and frameworks to nullify any onset of market failure.

Another framework that I learnt over the years and which I diligently apply to ensure alignment in my teams is the CELRA model. This stands for CONNECT, EXPLORE, LEVERAGE, RESOLVE, ACT. This is a poignant tool in fostering coherence in any engagement and subsequently mobilising agents in the system to execute with focus. I expand these points below with some practical notations on how to deploy this yourself:

CONNECT

– Rapport or ice breakers

– Scoping and defining the issue/problem/opportunity concisely

EXPLORE:

– Systematically define the problem or opportunity. Think of SWOT analysis, you are taking an end to end and 360 degree view of something here

– Probing and investigation (the use of a fish bone digram is encouraged here)

LEVERAGE:

– Allude to organisational resources or tap into specialist knowledge (e.g. talking with the six sigma green belt before talking to black belt OR working with the end user, business analyst and project manager concurrently)

– Draw on your previous expertise on how a similar issue was resolved; however, outline the clear distractions and how calling internal and external resources assist the case

RESOLVE:

– Directive towards resolution and suggestive frameworks

– Use decision trees, flowcharts, force field analysis and fault diagrams to identify the levers of change

ACT:

– Set the agenda for which stakeholder will do what clearly and ensure that there are clear timeframes

– Gantt charts are encouraged to show the overall timeline as well as roadmaps

The above two models (SEPL and CELRA) are purposeful and when employed with a systematic mind will ensure that you bridge the disconnects that exists across silos and teams. By doing so, you will not only inspire confidence bottom up but enable focus. Remember, at the end of the day, the main thing is to keep the main thing the main thing!