Process maps have a reputation for being the kind of document that gets presented in a meeting, nodded at, and then filed somewhere nobody looks. That is usually not because the map is wrong. It is because nobody showed the team how to read it as a working tool rather than a finished product. Here is how to actually use one. Read more →
A facilitated workshop session is only as useful as the preparation that goes into it. Helen Redfern has run half-day and full-day sessions with teams across Ontario and British Columbia, and the sessions that produce real decisions almost always have one thing in common: the team arrived knowing what question they were there to answer.
The question comes up more often than you might expect, and it is a reasonable one: when does bringing in an outside consultant actually help, and when is it just an expensive way to delay a decision you already know you need to make? After seven years of running a consulting studio, Helen Redfern has a fairly direct answer.
Small teams make a lot of decisions quickly, which is one of their real advantages. They also develop decision-making habits that can calcify over time into patterns that slow everything down. Helen Redfern has seen four of these patterns come up repeatedly across very different organizations.
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