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Mapping the Definition of Interactive Alignment

Mapping the Definition of Interactive Alignment

Alignment is a broad term used to describe a range of how different things match up. From how organization and individual goals can connect; how purpose, strategy and values can inter-relate; or even how the wheels on a car can line up – we need to get more precise here.  Because in the last few years, integrated research has given rise to an area we are terming here for the sake of clarity, as ‘interactive alignment’, which is about shared meaning between people as an enabler of effective action.  We took some time to map the definition of interactive alignment, to unpack what it includes and how it works best. 

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None of the leaders wanted to articulate their anxiety

None of the leaders wanted to articulate their anxiety

None of the leaders wanted to articulate their anxiety – how alignment data triggers constructive conversation.

This story is about a US leadership team of a global company producing technical healthcare equipment for public sector establishments.

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We Not Me

We Not Me

Typically, when people think about how they can #makemeetingswork, they focus on the outcomes they want to see, in terms of: ● What I want to have happen in the meeting ● What I want people to think / feel / do ● How I can make this meeting work. But when you start by...

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The Surprising Detail of Reality

The Surprising Detail of Reality

I was inspired by a piece that an AI programmer named John Salvatier wrote a while back, about the ‘surprising detail of reality’. In it, he relayed a story about how he and his brother used to work with their dad, fitting out houses. One day they were left alone to...

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Review of Mirror Mirror Whitepaper by Mary Boone

Review of Mirror Mirror Whitepaper by Mary Boone

Review of Mirror Mirror Whitepaper -  Many contemporary approaches to driving engagement still don’t work. They are focused on capturing people’s attention and exerting control rather than meaningfully connecting peers to each other in ways that allow them to succeed....

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Profiling Three Mirror Mirror Network Members

Profiling Three Mirror Mirror Network Members

We are proud to showcase some of the talent and experience with the profiles of three of our Mirror Mirror Network Members. To date, we have trained over 120 practitioners in 17 countries - some of whom are listed on this page.      Rudolf Vogl – Founder / CEO...

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Dealing with Fear & Anxiety in a Time of Crisis

Dealing with Fear & Anxiety in a Time of Crisis

Three of our network members featured as expert panelists in today's webinar: Dealing with Fear & Anxiety in a Time of Crisis. Dr. Jacqui Leaman Grey, Nikki Hinksman and Suzy Giles presented some captivating and insightful content across different angles:...

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Risks, Biases, and Alignment

Risks, Biases, and Alignment

      A body called COSO was established in 1985 to prevent fraud. It’s a private sector initiative with a remit to guide executive management and government entities in relevant aspects of organizational governance, business ethics, internal control, business...

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The Emergence of Organizational Alignment Towards Agility

The Emergence of Organizational Alignment Towards Agility

Article developed with Lukas Michel of Agility Insights When large social, industrial, or organizational changes impact the contexts in which people work, a key question arises: How can people align across organisations on an ongoing basis to perform well?  ...

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Organizational Trust and Alignment

Organizational Trust and Alignment

Covey is clear:

“Just as the tax created by low trust is real, measurable, and extremely high, so the dividends of high trust are also real, quantifiable, and incredibly high.”

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Quick Read – The Illusion of Pride

Quick Read – The Illusion of Pride

Fascinating stuff: pride doesn't seem to connect much with confidence or positivity. The nature of pride and how it can sit in contradiction to other emotions showed up in our recent work on organizational alignment. The methodology we use involves assessing the...

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When Culture Changes Take Minutes

When Culture Changes Take Minutes

We've all seen it: people behaving in one way in one setting, then behaving very differently in another setting. For example, in a formal meeting with top level leaders - a manager is well-prepared, considered, respectful, agreeable, even guarded. Once out of the...

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