Any change that is forced, that is foisted is fraught with danger, both for the employer and more so for the employee. If an organisation cannot clearly outline the benefits for the change for the individual the organisation could find itself hoist upon its own petard in venturing down the change path purely for financial and economical gain.
Every day, the drafting of legislation, policy and procedure seeks to obfuscate simplicity in such new and eventful ways (almost at times it would seem with potentially sinister or class divisional intent) to explain things that simple, logical phrases already do. Our language is full of ‘sayings’. Sayings that have stood the test of time because they never lose relevance and are always logical, fundamental and unequivocal. It’s simple. When you cheat, you lose.
Opinions and Perspectives are simply that. Not fact and not truth. Given this presumption, though, society’s common thinking is that perception or perspective is truth. Is fact. Each and every one of our world’s views’ provides us with a frame of reference from which we develop these perceptions, these ‘truths’. What we see, hear, smell, touch, taste and feel (don’t forget the sixth sense) construct our own opinions and perceptions. They are our warm security blankets.
Oracy is much more that just speaking fluently. It is confidence in front of people (be they large groups or small). It is eloquently articulating points of view without resorting to vulgar language or insults. It is the skill of bring people together. It is an art that can be a vehicle of cultural change.
It is the shy kids who are easy to forget. They can be ushered into the corner by the teacher/director or the other actors/students and overlooked because they generally won’t complain. They will accept the status quo because they won’t want to rock the boat. Their creative skills enable them to show acceptance and contrition when faced with missing out on opportunities.
I sat today for over two hours spellbound! My employer presented me with the opportunity to listen to one of the most amazing speakers I have heard for a very long time. I say amazing because Robyn Moore’s words, her delivery and her passion touched me in a way that gave me, Read more…
I woke up and told myself. I’m going to do this. I’m going to sit down. I’m going to learn what it takes to have a great website. I’m going to learn how to create great social media. Learn what it takes to hone my skills as an MC. Publish great content that can sell my skills as an artist, an entertainer. Every single day, I wrote out a list of what I needed to do. I’d probably get shot down. I would struggle. I would no doubt come up against another wall that would knock me down, but I kept getting up. I kept taking one small step forward every chance I could get and I could see myself turning my friend’s idea into a reality.
Organisations fool themselves into believing that they want to be transformative, innovative and adaptive. They also fool themselves into believing that by changing the top-down message, the mandate from the executive, that innovation will flow like the ancient Saharan rivers of gold. Unfortunately, corporate culture is focused on operational excellence and efficiency. This is the very antithesis of the collective hearts, minds and habits of the organisation’s people and their mutual perception of ‘this is how we do things’. Top-down mandates can only ever command compliance, they can never influence confidence, belief, enthusiasm or creativity.
And from here, is where it bodies forth… again. A community theatre in Ipswich, Queensland, Australia. An opportunity to reignite a true passion. An Australian play about an awkward guy who finally realises what life is all about. Life imitating Art. Performance Art. I’m starting this blog tonight not because Read more…
When Alexander Dumas wrote his swashbuckling classic The Three Musketeers, he coined the phrase synonymous with this band adroit nobleman ‘All for One and One for All’. It is thought by some to be the truest and most symbolic example of teamwork. We (the team are all in this together).
Fast forward several centuries and our work lives are still all about ‘the team’ in many respects, only this time it’s about getting things done and getting them done within our allotted hours of work. But what exactly are we all in for? What are we striving to achieve in the modern workday. The modern work week. Are we all in for the work or just to work?