The mortifying ordeal of being known A Fragment by Tim Kreider opinionator.blogs.nytimes.com Years ago a friend of mine had a dream about a strange invention; a staircase you could descend deep underground, in which you heard recordings of all the things anyone had ever said about you, both good and bad. The catch was, you had to pass through all the worst things people had said before you could get to the highest compliments at the very bottom. There is no way I would ever make it more than two and a half steps down such a staircase, but I understand its terrible logic: if we want the rewards of being loved we have to submit to the mortifying ordeal of being known. lovehumanity
Narrative Strategy An Article by Tom Critchlow tomcritchlow.com An unfolding network of associations
An unfolding network of associations We know strategy is an unfolding network of associations: The evidence from the case suggests that the concept of strategy can be reappraised. From strategy as a static set of choices made at a specific point in time to strategy as an unfolding network of people, shared experiences and artifacts that is constantly being remade. And we know that only 30% of employees can articulate a company’s strategy. And I believe in the hyper-connected age we live in both of these things are becoming more true - that strategy is increasingly “in motion” and that most organizations are realizing their OODA loops are too slow for the modern world. This causes the articulation of strategy to stall and get left behind - how do you articulate something in motion? It’s easier to write strategy down when it doesn’t change right? As a result - there’s a widening gap between the perspective on strategy that the executive team has and the received ideas of the company’s direction that teams and employees have. work