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Behavioural DNA of Leadership

Ambassadors  and Members of The Organizational Zoo Ambassadors Network (affectionately known as OZAN) used the Zoo Character Cards to explore the behavioural DNA of Leadership.  That is, which metaphors best represents the complex behavioural capabilities required to inspire others to follow you when the situation is ideal and the organization is performing well.   Clearly, a successful leader (consciously) adjusts their behavior when the context changes and this is the critical point of facilitating "Conversations That Matter" using the Zoo concepts.  The most...

Behavioural DNA of Creativity Part 2

The Organizational Zoo character cards were used to assess the which metaphorical "animals" (representing behaviours) supported or detracted from a creative environment at Creative Bangkok.  This activity was repeated at the HEC Creativity Summer School in Montreal in June 2015.  The Montreal group was larger (about 70 people broken up into 18 groups) and of a more mixed cultural background. Despite this there were strong similarities in the outputs of the activity. For example the strongest characters supporting a creative environment...

The Behaviours of Creativity: Insights from Creative Bangkok

The participants of Creative Bangkok 2014 engaged in assessing what “animals” (Organizational Zoo metaphor characters representing behaviours) supported creativity and which were detrimental to it. After a very quick introduction (because we wanted intuitive interpretation and creative open exchange of perspectives with minimal preconception) to The Organizational Zoo, participants allocated character cards into 4 categories for the context of generating creative environment: Expected (required for creative outcomes) Desired (not absolutely required, but a positive influence on creativity) Tolerated (not desirable, prefer not to...

Out of the box approach to behavioural impacts

The limitation of many psychometrics is the way they are used by some. Used well, they can provide insights into the preferences a person has “generally”, though this cannot be applied to all situations. However, they often are used to stereotypically categorise the person, with the implication that this may inform them what roles they may be best suited to. That is, applied in ways that puts the person in a box. This is dangerous given often this largely based...

Getting started with a new client or opportunity

In the beginning of any new relationship the key is to show you can create benefits they value and build interactions you each enjoy.  Often the best way to find things they care about and value is to ask a series of questions. A perceived problem can often be a symptom of something else such as poor management generally or too focused on tactical solutions.  To find the best opportunities to tackle FIRST, you need to explore a little in...