For employees and managers in matrixed roles, life is hard.
That's because consensus is hard, and the whole dual-reporting thing was designed around consensus.
But in general, managers tend to focus on the individual, rather than the system.
What’s going on with so-and-so? Why can’t they keep up?
This development tool is designed to give change-agents inside organizations clarity into their path forward, help them define and deepen strengths, and maybe give us some shared language about what we do.
Pattern languages and org analysis; RTO is bad, even if offices are good; old maps made 3D; diverging values worldwide; exit interviews
Challenges facing creativity; owning ideas from beginning to end; opinionated palettes; are we doing zines again?; randomness that didn’t fit in the first four categories
4 ways to use Pace Layers in strategy and OD work: 🚀 As a career planning tool; 🎓 As a strategy tool; 🔬 As a diagnostic or sense-making tool; 🎨 As a design tool for value-adding layers.
