Finding nourishment vs. identifying poison An Article by Austin Kleon & Olivia Laing austinkleon.com A useful analogy for what [Sedgwick] calls ‘reparative reading’ is to be fundamentally more invested in finding nourishment than identifying poison. This doesn’t mean being naive or undeceived, unaware of crisis or undamaged by oppression. What it does mean is being driven to find or invent something new and sustaining out of inimical environments. I would like to adopt that line as a mission statement: “To be fundamentally more invested in finding nourishment rather than identify poison.” Because you can identify all the poison you want, but if you don’t find nourishment, you’ll starve to death. Poison sniffers hopereadinggoodness
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