dr arthur shelley · great long range vision rapid action on opportunities great instinct,...

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Exploring Creative Metaphor To Open Mindsets and Guide Strategic Transformation

© Arthur Shelley 2017 Permission of the author required for commercial use or storage.

Dr Arthur ShelleyOrganizational Zoo Ambassador Network

KMSA Johannesburg: 23 August, 2018

@Metaphorage @IntelligentAns #OrgZoo

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So much to learn, so little time today…


0900-1030 The Basics

1100-1230 Behavioural DNA

1330-1500 Leadership and Management Contexts

1530-1700 Advanced techniques and embedded theories

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Why Creative Metaphor?

Metaphor is embedded into every human language and cultureand carries deep meaning that is difficult to otherwise convey


Creative metaphor enables us to converse constructively about

behavioural interactions to facilitate mindset shift build relationships andenhance performance

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Learn by DoingRandom Character Introductions …


Hi my name is … WHY I am here is… I am (not) like this character….

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If Knowledge is KING…Context and Mindset are GODS

What is your BIGGEST challenge

for Knowledge Management?


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Paradox: Leading AND Managing


Shelley 2017

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Facilitating with Creative Metaphor to Stimulate Performance


Challenge yourself to see the world differently!

And then live in it!

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Lion

➢ Aggressive command & control

➢ Strong & Territorial

➢ Charismatic or ego-driven

➢ Decisions and risks

➢ Can disengage others

What behaviour does a Lion represent?


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Bee

➢ Collaborative & Sharing

➢ Assume specific roles

➢ Everything for the hive

➢ Leads teamwork

➢ Can focus internally

What behaviour do Bees represent?


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Eagle

➢ Inspirational, above the mire

➢ Great long range vision

➢ Rapid action on opportunities

➢ Great instinct, strategic

➢ Leads strategically with vision

➢ Can be too independent

What behaviour does an Eagle represent?


NOTE: Perception of Eagles varies across

culture… Why?

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Behavioural DNAKnowledge Leadership AND Knowledge Management

Core (Expected) BehavioursZoo

Character?

Zoo

Character?

Zoo

Character?

Zoo

Character?

Zoo

Character?

Accepted (Desired) BehavioursZoo

Character?

Zoo

Character?

Zoo

Character?

Zoo

Character?

Zoo

Character?

Tolerated BehavioursZoo

Character?

Zoo

Character?

Zoo

Character?

Zoo

Character?

Zoo

Character?

Rejected (Not tolerated) BehavioursZoo

Character?

Zoo

Character?

Zoo

Character?

Zoo

Character?

Zoo

Character?


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© Arthur Shelley 2013 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use.

Compare your outputs (& outcomes)

Walk around …

look at what others

have stated:

Discuss similarities

and differences…

Ask WHY …

exchange ideas and

perspectives

5 minutes

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YOUR Behavioural DNA for Knowledge L&M


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Behavioural DNA of Leadership


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Behavioural DNA of Creativity


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Know and Grow your Behavioural DNAThe Outcome Story beyond the Output


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Provoking Constructive Culture ClashThe source of New Knowledge Cocreation

Culture A

Culture B

Common

Identity &

Belonging

Common source of conflict

– BUT is opportunity


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Conversations That Matter


Shelley 2017

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Reflective Conversation

• What did we learn?

• The power of reflective conversations

• The Reflective Performance Cycle

• Inclusive action learning is optimal for professional facilitation


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© Arthur Shelley 2013 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use.

Summarising the power of behaviour in context

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How does this image represent

KNOWLEDGE in your organisation?


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Organizational Zoo is a Philosophy


Organisations are like zoos, unnatural environments where animals not normally closely associated are pushed together into small “cages” and forced to interact against their will.

This unnatural environment causes stress that can lead to difficult situations and generate a negative political culture.

The Organizational Zoo metaphors can help to relieve these stresses by providing a different perspective and introduce a fun way to build relationships and generate positive change.

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Guiding PrinciplesLearning is opening minds not filling them

• Org Zoo is NOT about putting people in a box, it is releasing them to continuously become more adaptable and confident

• Each character represents A BEHAVIOUR not a person

• Focus on stimulating constructive conversations about behaviour to enhance relationships and performance

• Inclusive of diversity of perspectives to understand others

• Enjoyment of learning together through co-creation

• Cycle of divergent and convergent conversation

• Absolute belief in value of collaborating to leverage ideas of all

• Facilitate by asking, not telling

• Delivery of BOTH (intangible) Outcomes and (tangible) Outputs


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Self Commitment to Act (soon!)

+ Others

(behaviours)

+ Action

= Outcomes© Arthur Shelley 2017 Permission of the author required for commercial use or storage.

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Arthur Shelley [email protected]

FREE behavioural profile www.organizationalzoo.com/profiler

Insights into behaviours www.organizationalzoo.com/blog

www.organizationalzoo.com/ZooTube

Consulting and Mentoring www.intelligentanswers.com.au

Ph +61 413 047 408 @Metaphorage #OrgZoo


Continuing our Creative Conversations That Matter

mailto:[email protected]

http://www.organizationalzoo.com/profiler

http://www.organizationalzoo.com/blog

http://www.organizationalzoo.com/ZooTube

http://www.intelligentanswers.com.au/

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Creatively Disruptive Ideas


Brown, T 2008 Design Thinking Harvard Business Review, June pp. 85-92.

Dorst K 2011 The core of design thinking and its application. Elsevier

Johansson-Skoldberg U, Woodilla J and Cetinkaya, M 2013 Design thinking: past, present and future possibilities. John Wiley & Sons, New York.

Junginger, S 2007 Learning to design: giving purpose to heart, hand and mind. Journal of Business Strategy 28(4) pp. 59-65.

Leavy, B 2012 Collaborative innovation as the new imperative – design thinking, value co-creation and the power of “pull.” Strategy and Leadership 40(2) pp. 25-34.

Liedtka, J 2011 Learning to use design thinking tools for successful innovation. Strategy and Leadership 39(5) pp. 13-19.

Liedtka, J 2014 Innovative ways companies are using design thinking. Strategy and Leadership 42(2) pp. 40-45.

Martin, R 2010 Design Thinking: achieving insights via the Knowledge Funnel. Harvard Business Review 38(2) pp.37-41.

Shelley, AW 2007 The Organizational Zoo A survival guide to workplace behavior. Aslan, Fairfield CT.

Shelley, AW 2009 Being a successful knowledge leader. What knowledge leaders need to know to make a difference. Ark Group, North Sydney.

Shelley, AW 2011 Creative metaphor as a tool for stakeholder influence. Chapter 9 in: Bourne, L Advising Upwards, Helping management to help you. pp 271-296. Gower Publishing.

Shelley, AW 2012 Metaphor as a means to constructively influence behavioural interactions in project teams. PhD Thesis PCPM, RMIT University.

Shelley, AW 2012 Metaphor Interactions to Develop Team Relationships and Robustness Enhance Project Outcomes. Project Management Journal 43, 6, 88-96

Shelley, AW 2013 12 Principles of knowledge leadership. Opening chapter in Roche, H Successful knowledge leadership: Principles and practice, ARK Publishing, London. pp. 1-6.

Shelley, AW 2014 Active Learning Innovations in Knowledge Management Education Generate Higher Quality Learning Outcomes. Journal of Entrepreneurship Management and Innovation. 10(1) pp. 129-145.

Shelley, AW 2014 KNOWledge SUCCESSion. GLOBE 1(1) http://www.ikms.org/Globe-1ED/SitePages/KM%20and%20Organisational%20Roles.aspx

Shelley, AW 2017 KNOWledge SUCCESSion. Sustained performance and capability growth through strategic knowledge projects. Business Expert Press.

Walker, DHT, Bourne, LM, and Shelley AW 2008 Influence, Stakeholder Mapping and Visualisation, Construction Management and Economics, 26, 6, 645-658

http://www.ikms.org/Globe-1ED/SitePages/KM and Organisational Roles.aspx

dr arthur shelley · great long range vision rapid action on opportunities great instinct,...

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