About Ewen Le Borgne

Relentless optimist motivated by ‘Fun, focus and feedback’. 12 years of experience learning / KM, comms, innovation for change in cooperation & development. I cherish empowerment. Based in Addis Ababa, Ethiopia.

Moving conversations up the trust ladder… and scale of influence

The infinite recognition [R. Magritte, 1963]

The infinite recognition [R. Magritte, 1963]

At the end of the day, as some would say (‘KM is about increasing the quality and frequency of conversations that get your job done’), in KM it’s all about conversations.

Conversations of contact-making (contextual webs)

Conversations of meaning-making

Conversations of joint exploration

Conversations of co-creation (in events and otherwise)

Conversations of trust building

Conversations of network weaving

Conversations of influence

But: we’re not well-suited to have all these conversations with everyone any time. Because that trust is not there, because we don’t understand everyone else’s language, because we don’t know what motivates them, because…

So the trick is – for professional purposes – to converse as often, as deeply, as intentionally with as many people people that are interested or influential in the work you do, so you move away from a small opportunity to talk, towards a small chance to work together up to a major joint endeavour. bearing in mind:

  • What you hope to and what you realistically can achieve with or vis-à-vis the person you’re conversing with…
  • What degree of affinity you have with that/those person/s (remember the 50 shades of influence?);
  • Simply what pleasure you derive from conversing with that/those person/s;
  • And sometimes indeed just drifting by, letting yourself go gently together wherever the conversation takes you, without predefined end destination…

By doing so, you increasingly develop a rapport, trust (once again – and I really have to write a post entirely on this cornerstone of agile KM) so that you can move mountains.

Some ideas for conversing more effectively – if you want to influence things as you go forward:

Step out of your social comfort zone, speak with the people that are blatantly not part of your natural 'clique'!

Step out of your social comfort zone, speak with the people that are blatantly not part of your natural ‘clique’!

  • Converse with the non-converts – you can stick to your comfort zone but this world will change only when you start uniting fronts that are not directly bought to your cause. So go out there and engage!
  • Bring eclectic mixes of people – the way Theodore Zeldin tried it at his dinners – as it is the surest way to get an interesting collage that resembles more the bigger picture than you yourself or you and your friends would be able to paint otherwise;
  • Adopt unconventional standpoints to provoke reactions and additional layers to the conversation(s);
  • Use techniques that push you to take other peoples’ perspectives to understand and shift perspectives… DeBono’s six-thinking hats is only one of various such methods…

But remember that conversations – although they should be enjoyed in and of themselves, simply – are always opportunities to move up on the scale of getting the next big thing done, the next big movement marching on.

So go out and converse, don’t be shy, that’s the way humanity has been going on and growing up… And this way you avoid dotty communication and that’s not a bad starting point ;)

Related posts:

The danger of double-edged messiahs and the long shadow of the savior

Everyone aspires (or should aspire) to be a leader.

All pointers to the leader

All pointers to the leader

But if you’re not quite a leader yet, having a real leader at your side is super useful… Except when it isn’t.

Sometimes a leader is the person that really gives you the will to go ahead, fight, stand up, continue, relentlessly and gladly.

And sometimes that leader is so inspiring that his/her shadow is too long and too large, and it dwarfs anyone else’s intention to step up to leadership. That’s when there is a problem.

Leadership is a precious flower that needs to be nurtured inside each and everyone of us. Of all people, the special care and attention that is given to that flower has to come from the top, from the leaders, and all the more so from the charismatic leaders we cherish.

It is great to have such a charismatic leader that gets (nearly) everything right and is full of energy and good ideas, and is so capable and is so productive and is so protective, but this kind of messiahs is double-edged if they don’t emulate the same kind of energy among the people they are leading to fly from their own wings.

I’m not suggesting here that it’s the leader’s fault per se. Just that everyone should remember there is that little flower inside us that needs to be cared for. And give water to that thought to let the flower flourish.

Look up to the leader, emulate the leader, look below and spread the light, not the shadow.

Our age needs every aspiring leader around. So go plant your leadership flowers about!

Related posts


50 shades of influence

Influencing others may take many paths.

Exercices de style - a wonderful and inspirational read (also) for wannabe influencers

Exercices de style – a wonderful and inspirational read (also) for wannabe influencers

It usually is a mix of our own personality and preferred ‘convincing/negotiation’ style, but it should also relate to the preferred ‘listening/convincing’ style of the people that you want to influence. And it depends on values. Even though values change slowly, they do change.

So if you want to influence someone – e.g. to get them to adopt agile KM for instance – here are perhaps not 50 shades but a few options you can try. All attempting at telling the same story, the way Raymond Queneau proposed 99 ways of telling the same story in ‘Exercices de style‘.

Invoke the greater goal 

From the ‘supply side’ (your argument) I would always start with this: expose the big picture, make it clear that whatever initiative you are standing for is not just mirroring your mechanical involvement with the issue, but reflects the importance of the task at hand for more people in more places. Deep down us human beings, we aspire for immortality and contributing to grand achievements. Use this to your advantage, and for sincere reasons, and people will be convinced.

Promise armageddon

Usually a much less useful tactic than the previous one, but its alter-ego can still win people over sometimes: if opportunity doesn’t work for your audience, perhaps threats (not you threatening them but the environment threatening to impact them) and risks could be a motivator for them. Given the relative apathy in the face of climate change, this is again not a preferred option, more of a ‘just in case’ kind of recourse.

Invoke the values of people to influence

From the ‘demand side’ (the people you want to influence) it always starts there, with the values that people put in ideas, practices, people etc. So go figure soonest what is intrinsically motivating them. Remember the ‘SmartChart’ and its four quadrants, it will help you there. Greatly!

Speak the same language

Nothing is less likely to sway someone than jargon – especially jargon that is not theirs. On the other hand, using terms and mind frames that shape them create a strong yet subtle sense of commonality that can go a long way to influence decisions.

Pillars of influence (Credits:  David Armano / FlickR)

Pillars of influence (Credits: David Armano / FlickR)

Appeal to emotions and impressions

Emotions can swing people, very effectively. In fact more effectively than facts usually. It’s not the reality that really matters, but the impression that people have about it. Emotions influence these perceptions. And there is a wide range of emotions you can use: excitement, pride, compassion, happiness, sadness etc.

Be there at the right time

Sometimes influence just emerges from being the right person at the right place at the right time. You have a solution for a problem that presents itself. Now the timing for this is particularly tricky, but for that matter ongoing engagement (no matter what family of it) is surely a positive way forward. The more you engage the more likely you are to be where it matters at the right time.

Give the facts

The analytical minds among us don’t care about emotions and grand visions, they want hard, cold evidence. Even though it’s pretty clear that evidence-based decision-making is probably less common than decision-based evidence-making, it’s still useful to have some facts explaining everything from the goal to the deeds to the expected results and the mechanics of how to get there.

Show genuine calm and confidence in your idea

I recently managed to invite someone to an event he was not considering at all by simply stating why he would be missing the greatest event of this year. I don’t think the promise of the greatest event was the defining factor to push his decision, but the firmness of my opinion – I’m sure – played a greater role. This influencing tactic is especially easy if you appeal to a greater whole. And it doesn’t mean you don’t have any doubt about your approach, just that you believe you know where you’re going, generally…

Seek support from insiders and peers

What is best to influence someone? Not you talking them into it, but someone they trust doing it. So when and where will you start your ecosystem influencing strategy? Find the trusted advisors and friends and work with them. When there is no ‘advisor’ as such, the second best might just be peers, people that are akin to those you want to influence, so they can share ideas about your initiative and get that peer learning to work its best effects for you.

Expose, expose, expose

The golden rule of communication of saying the same things three times may hold a grain of truth. Perhaps it’s. After all that’s also what advertising and good policy engagement tell us: expose your audience to your messages and your presence as often and as widely as possible so you are high up in their mind. 

Ignore and let it simmer

A great tactic of the romantic realm, sometimes lack of attention is the trigger that intrigues the person you are trying to influence, especially after some intensive convincing efforts. We are beings baked in a mould of curiosity and that tickles us. We also probably all aspire to be loved and recognised. So that curtain of silence might just be the most effective way, at some (delicate) point, to win people over… when you suddenly take interest in them again…

Just prove your point

Sometimes it’s just actions that sway people over. In fact this is probably one of the most potent way of influencing others: showing people why they should believe you. This is how we have managed, in our ILRI comms/KM team, to invest a lot of programs with our events and thereby all our other comms and KM services. Just do it! This is what all positive deviants do.


So what now?

The big notion that is missing above but is at the heart of the above is TRUST, of course. The more the person you want to influence trusts you, the more likely you are of influencing them. If you’re familiar with this blog you will recall it from various posts.

All the above is not meant to be advice followed cynically for the pleasure of winning people over, but some ideas about how to influence people for ideas that you think really matter. And as ever the best trick is to probe, sense and respond. Learn and adapt based on short feedback loops… Luckily there are, as the little selection above shows, many influencing pathways…

What will be secret force to open the lock? (Credits: Wonderlane / FlickR)

What will be secret force to open the lock? (Credits: Wonderlane / FlickR)

The solution probably lies at the crossroads between various of these roads, not least because complex initiatives require the sign-off of various people, potentially all with a different listening/convincing bias.  

What are your stories of successfully convincing others to do something they were not thinking of? What did you do?

Share your influencing wisdom!

Related blog posts:


Opportunity costs of documentation and how to make it work…

In my book of KM, documentation is an essential part of the work.

Documentation - do you read it (Credits: Matt Ray / FlickR)

Documentation – do you read it (Credits: Matt Ray / FlickR)

Not everyone agrees to it. Someone who works a lot with Liberating Structures recently told me he didn’t necessarily see the point of harvesting anything because the people that were ‘doing the work’ would remember.

But then there’s always the point of documenting for the sake of the people who are not ‘doing the work’ there and then. Keeping traces so others can pick up the trail and use it in ways that help them.

However the question always remains: what should you document (e.g. what is good in a project) and how much should you invest in documenting it – and how – vs. how much you should set up processes to directly connect people with relevant experience?

This is the eternal debate of documentation vs. one-on-one experience sharing, of Alexandrian libraries vs. campfires – something that is currently being debated on KM4Dev around the title “How Elon Musk can tell if job applicants are lying about their experience” (link pending on membership).

Yes, Alexandrian libraries are only a partial solution because they don’t relate a lot of the complexities. And as Johannes Schunter pointed recently on his blog, lessons learnt that generate bland statements are useless (the ‘Duh’ test).

And there is the issue that documentation takes time and effort. Not everything can be documented, everywhere, all the time, by everyone. It’s the same opportunity cost as for monitoring and evaluation (for which we can also adopt a somewhat agile approach).

Here are some ideas to identify what to document and how:

What to document?

  • What is new?
  • What is significant?
  • What’s been done about this already (in some form or shape)?
  • What is simple (and can be codified into principles or best practices)?
  • What is complicated (but can still follow good/next practice)?
  • What is complex and inter-related about this?
  • What is unknown?
  • What is helping us ask the next best questions?
  • Who knows more about this
  • What could be useful next steps?

How to document?

  • Develop templates for documentation for e.g. case studies (link pending KM4Dev membership);
  • Keep it simple: as little information as needed to inform people, but linked sufficiently well to other sources;
  • Develop a collective system where people can add up their experiences and insights (e.g. the KS Toolkit) – make sure you have one place that people recognise as the go-to site for this information;

How to prepare that documentation work? And this is the most important part.

  • Stimulate your own documentation through blogging, note taking, managing a diary etc. It always starts and ends at the individual level – as the constant knowledge gardeners we should be;
  • Make sure your documentation is related to conversations (as Jaap Pels also recommends in his KM framework) so that you get an active habit of identifying;
  • Make sure you have formal and informal spaces and times for these conversations to erupt, both at personal level with our personal learning networks, within teams, within organisations, across organisations (e.g. in networks) etc.;
  • Develop abilities for documentation (which is part of the modern knowledge worker’s skillset);
  • Develop a strong questioning approach where you are constantly working on foresight, trend watching, complex tradeoff assessments etc.;
  • Role model documentation of the important aspects emerging from learning conversations, to stimulate a culture of intelligent documentation;
  • Assess how your documentation makes sense and what is required – and this is the art and science of documentation, to strike the balance between time inputs and learning/productivity outcomes…
Documentation as the next opportunity? See this 'Documentation Maturity Model' (Credits: Mark Fidelman / FlickR)

Documentation is an interesting KM opportunity for many people. See this ‘Documentation Maturity Model’ (Credits: Mark Fidelman / FlickR)

How do you approach documentation in your conversations?

Related blog posts:

Where is KM and its spirit?

Is it dead?

Is it dying? (link pending on KM4Dev Dgroup membership)

Is it in comms?

Is it in my work?

Is it in my head? 

KM, connecting people, conversations and traces (Credits: CENews)

KM, connecting people, conversations and traces (Credits: CENews)

The danger of terms like knowledge management is their undue mystifying power. It means many things to many people. And it tends to confuse everyone – much like the term ‘knowledge’ itself anyway.

But the point is simple – and rather than define KM, let’s rather look at some key situations when ‘KM is inside‘.

  • When you want to stop talking at people, when you want to disrupt one-sided communication and you want all people to engage in meaningful conversations with each other, to share knowledge, whether offline or online, you’re doing KM (well, KS, but that’s party of KM). When you want them to collaborate, online or offine, as an additional measure of engagement, you’re doing KM;
  • When you make sure everything that is talked about or produced can be found again, easily, accessibly, at all times, by all kinds of people and not just those that were involved in the first place, you’re doing KM (well, technically information management but it’s part of it);
  • When you want everyone involved in the work to learn, individually and collectively, when you want to connect all the thinking dots together to discover the next useful questions, through communities of practice, engaging events and processes, multi-stakeholder platforms, learning forums, capacity development initiatives, you are doing KM.

Either of these areas on its own is not worth much. But the combination is terrific.

There is no need to separate KM from communication. There is no need to put KM on a pedestal, what matters is the areas and principles it stands for, roughly around conversations, documentation and learning. KM = CDL, on the journey to universal sense-making.

But the danger is that by not paying attention to what KM stands for, we forget to ensure these principles and areas of work are part and parcel of our approach, and we come back to the realm of egoism, ignorance, bickering, nepotism, chaos…

I feel smarter already, I think (Credits: Van Corry/FlickR)

I feel smarter already, I think (Credits: Van Corry/FlickR)

It’s as simple as that.

So keep smart work up, and make sure that in whatever form or shape, the spirit of KM is inside, like the genie in the bottle.

Related blog posts:

Blog holiday and top posts in the past 5 months

Al final! Vacaciones! En España! Andalucia! Andalucia, Spain (Credits: Benjamin Bay) Andalucia, Spain (Credits: Benjamin Bay)

Before I set off for two weeks most likely well disconnected from the marvellous online world of knowledge and learning for change, hereby an overview of the most popular posts on this blog since 1 January.

It has been a really hectic period around this blog, culminating with the recent launch of the Knowledge Management for Development Journal issue on ‘Facilitation for development‘, the launch of my ‘agile facilitation’ blog and the AgKnowledge Innovation Process Share Fair which fed a couple of posts: Agile KM / development / facilitation and the fair of the year? and Participatory decision-making vs. Liberating Structures, a facilitation showdown (on AgileFacil)

Hereby the top posts, from most popular to least popular (and in bold the posts that were written these past five months):

  1. Managing or facilitating change, not just a question of words
  2. Knowledge management strategy development: Taking stock
  3. Of ‘healthy human systems’ beyond ‘the field’ and facilitating conversations that change the world: an interview with Sam Kaner and Nelli Noakes
  4. Tinkering with tools: Asessing Asana
  5. Enabling change: a manager’s choice (and a leader’s decision)
  6. Use quality face-to-face time for synergy, not for logorrhea
  7. Agile KM from ‘SMART goals’ to ‘practice SMARTS’
  8. Who is in for triple loop learning?
  9. Share Fair Addis: Fishbowl and fishbowl battle
  10. Portrait of the modern knowledge worker

See, read and engage with you in over two weeks!

Andalucia, here I come! (Credits: BikeSpain) Andalucia, here I come! (Credits: BikeSpain)

Sharing and learning: the ‘glue and grease’ of comms and (I)KM

The ‘glue and grease’ – what a horrible expression!!!

The glue and grease: sharing/learning (Credits: GaryPuppa)

The glue and grease: sharing/learning (Credits: GaryPuppa)


The first time I heard a former colleague of mine use that expression to refer to the role of communication I didn’t like it either.

But I’ve got to say that until I find a better expression for it, it’s a pretty accurate description of what our (then) comms team was supposed to be to others: the glue that brings everyone together, and the grease that lets knowledge flow easily.

But the ‘glue and grease’ only happens when the sharing (and learning) in KM comes together with communication.

Not many organisations have a KM unit that covers knowledge sharing. Not many companies have a comms team that looks into the learning and sharing that true agile KM offers… In a typical (research for) development organisation, one finds a ‘comms’ unit that typically takes care of media contacts, press releases, corporate communication and public relations, and generally publications. It’s the ‘big mouth’ of an organisation. And then one finds a ‘KM’ unit which essentially is an information management unit taking care of databases and portals and all kinds of information systems etc. That’s the ‘legs’. But where are the hands and arms that join forces and the brains that connect all actions with intentions?

The glue and grease is the sharing and learning (not in a literal, respective manner). And it’s time to bring comms and KM together, to power comms with KM inside, to pay a central attention to processes of sharing and learning. So: what are you doing in your organisation or environment, to ensure there is this glue and grease?

And add that to your process literacy kit, please ;)

Image from page 344 of "Anthony's photographic bulletin for .." (1870)

Related blog posts:

Agile KM / development / facilitation and the fair of the year?

A short post as more of an update than anything else…

This ‘Agile KM for me and you…’ blog has been going on for over seven years and its focus remains on social change through learning and knowledge work generally. I added ‘agile’ at some point to my focus on KM, explained why I did that and also unpacked what agile KM meant in my view. And I keep that blogging practice to address all of this on this blog, every week if I can.

Interestingly, a very active conversation is taking place on KM4Dev right now about ‘Agile in international development‘ (link pending membership to KM4Dev – go do it, it’s a fabulous community of practice) which points to some of the benefits and dangers that I alluded to in previous posts about agile KM. Some reflections on this blog about the conversation later, as things are all boiling here right now!

Agile KM, agile (graphic) facilitation, all the in service of learning and change (Credits: Sambradd)

Agile KM, agile (graphic) facilitation, all the in service of learning and change (Credits: Sambradd)

And then since quite a bit of my agile KM writing has also been dedicated to facilitating learning and change, I have decided to set up another blog which will complement this one: AgileFacil, where I will explore specifically agile facilitation. I have currently reblogged all my posts from this blog about facilitation there, and from now on any time I reflect on facilitation, it will be on this new AgileFacil blog. Go have a look and tell me what you think.

AgileFacil, inspired by several years of KM4Dev practice (Credits: unclear)

AgileFacil, inspired by several years of KM4Dev practice (Credits: unclear)

Facilitation is high up on my work agenda these days, as among others the last issue of the Knowledge Management for Development Journal is dedicated to ‘Facilitation for development. Concepts, practices and approaches to share, learn and improve outcomes for societal development, based in the experience of knowledge management for development practitioners.’ One of the articles there is a blog review (not including AgileFacil as it wasn’t publicised then) of the best blogs on facilitation and some excellent blog posts to understand what facilitation is, why do it and how. A great starting point.

Finally, facilitation, agile developement, learning and change are all among the many topics addressed in the upcoming AgKnowledge Innovation Process Share Fair (25-26 May in Addis Ababa, Ethiopia), where a lot of KM4Dev friends and CGIAR comms & KM colleagues will converge, together with many other participants, for what is bound to be – certainly to me – the most interesting fair, and event, of this year in the world of agile KM.

Watch this space, and the ILRI Maarifa blog, as I hope I’ll be blogging profusely ahead of, during, and after that ‘fair of the year’ (and if you wonder what a share fair is and how to do it, check this article by Sophie Treinen et al. (FAO) from the latest issue of the KM4D Journal).

All neatly integrated, innit? That’s also agile for you ;)

Every *little* step you take is magic (well, it can be if it’s purposeful)

Celebrate every little step you take (Credits: RamMorrison / FlickR)

Celebrate every little step you take (Credits: RamMorrison / FlickR)


In the series ‘Breaking Bad‘, lab chemist Gale Boetincher once talks about the purity of the crystal meth he can cook, guaranteeing his mafia boss 96% purity, a “hard-earned figure” he is proud of. The purity of his competitor (and future partner series hero Walter White)’s crystal meth is 99%. As Boetticher puts it:

That last 3%, it may not sound like a lot, but it is. It’s tremendous. It’s a tremendous gulf.

Relatedly, the Pareto principle (explained here) evokes that 80% of the value of a nation comes from 20% of the population. And business analysts would like us to think that the same applies to organisations and even ourselves.

The point here is two-fold:

  • Every step we take towards change is a hard-earned one;
  • Not every step we take is productive, however.

Focus on your leapfrogging steps

Change is hard, so we might want to focus on the changes we think will really be game changers. And as explained in the link above, you can actually consider your whole life from an 80-20 rule perspective, and find out where the value is.

So reflect daily, weekly, monthly, yearly on what creates value, what will allow you to work smarter. Thanks to a dialogue I had with an online mate, I have made it a weekly practice to reflect on what steps I’ve taken that allow me to be more effective, smarter.

Purpose (Credits: ??)

Purpose (Credits: Hustle-Grind)

Focus on outputs, and outcomes, not the activities and inputs you give. Focus on what creates effects, not what you are doing. Focus on others and how they become part of the effect, not just yourself.

Focus on your passion and on what makes you productive effortlessly. Find out where your purpose lies as the graph here shows.

And don’t compromise on reflection and on activities that also take your mind off the work. Sharpe your practice smarts toward the most essential and productive outcomes.

And earn every little step

And indeed remember that change is hard, even when you are willing to change.

But when it happens, it’s magical.

Whether it’s the fact that you are thinking differently about an issue and have basically evolved in your reflection.

Whether it’s that you are changing the language you are using, paying attention to very subtle distinctions that make a world of difference.

Whether it’s reflected in the way you act upon a situation differently.

Whether it’s connected to other people much more and your focus on change is actively embracing others.

Recognize, celebrate every one of these little steps. Dance to every step of the samba of change.

And on this musical note, finally, since the title of this post was inspired by two different tunes by The Police, have your shot at either/both of them.

Every breath you take…

Every little thing she does is magic…

Related blog posts:

‘Process literacy’ 101

Mild process (Credits: Wassily Kandinsky, 1928) Mild process (Credits: Wassily Kandinsky, 1928)

Today I just sat through two very good – erm let’s say ‘very typical’ – examples of moments lacking ‘process literacy’:

  • A seminar that I had to leave after 50 minutes and hadn’t yet started the questions and answers session (like a penetrating and Q&A is totally ‘rad’ from an engagement point of view, right?)
  • A cool networking moment with a group which subtly moved on to a presentation that we were promised would be “only 5 slides, only 5 minutes” and turned out to be a lecture of 30 minutes and nearly as many slides, to a group of us feeling completely trapped by this unwanted PowerPoint invitation.

And these are not just two isolated incidents. They happen all the time! To you, me and the rest of us all…

I mean: what is wrong with you people? You don’t even need to be the highest process literates in the world to understand there is a slight glitch there, right?

So, at the risk of repeating a couple of things I’ve said in the past, let me spell it out for you right there: get process literate please! You will benefit from it but certainly others will benefit from it too!

What is ‘process literacy’ though?

Process literacy’ is a new term for an old practice. And it revolves around understanding and maximising the dynamics between people and what connects them to what it is they’re supposed to do together – whether they already know it or not. It is the weaving pattern that nests purpose in conversations and vice versa. It’s what makes human connections richer than ‘just a nice chat about whatever’.

Process literacy is about connecting the dots, the circles of people and conversation together, the energies and interests, in a time pathway, and in full realisation of where this is happening. It’s the travel training kit that prepares you for the richest adventures. And somehow refusing to see this means you will keep stuck with not so rich, not so amazing, not so long-lasting, not so effective results in your interactions with the brave whole world (or with your direct neighbour) and/or in any of your work involving others, other times, other spaces…

Even commercial companies have understood something needs to be done about process to gain value…

…although I think it’s a reductionist view.

Peeling this onion off a little more, being process literate means…

  • You don’t just care about yourself but also about others, about their opinions and feelings, their motives and motivations;
  • You don’t just care about ideas and whatever you’re focusing on but also how that focus content relates to a wider context;
  • But you also know that the process is only one aspect of it and that you should not focus only about it all the time;
  • You don’t just care about what you’re doing or talking about now – even though you should fully be present there – but also about how it relates to a wider objective;
  • You actually know where you are in this journey and you pay attention to explain to others what they are doing in this spot with you, why and what’s coming up next;
  • If you have no clue why you are at that spot, you actually try to understand this to relate ideas and actions together and shape a way forward;
  • You really care for that collective adventure people are on and you strive for engagement, individual and collective betterment, and collective action and change;
  • You pay attention to time and to the capacity of the people around you to be able to undertake that higher level calling;
  • And because all this ‘process stuff’ matters to you as something eminently important, you try understand it better by continually reflecting on the little and big details that make the process fly…

So it’s very much about the practice SMARTS – and about our lifelong learning.

Lifelong Learning

What to do about it? Learn process facilitation perhaps? Groups like Community At Work, Liberating Structures and many others can offer great starting points (and training!).

But you don’t need to be an ace facilitator to work on and care for process literacy. Great leaders know this as it relates to their imperative of empathy, to their social leadership skills, in normal times or in times of change.

Want to find out more? Hey the good news is there will likely be a session on ‘process literacy 101’ – which may go in other directions than this post by the way – at the upcoming AgKnowledge Innovation Process Share Fair. So join us there (and register here).

Meanwhile, what is coming up for you, thinking about this process literacy?

Related blog posts: