074: Self-deception, secret strategies and non-violent communication
Sep 17, 2024
Explore the intriguing concept of the 'vision chasm'—the gap between idealistic future visions and harsh realities. Discover how self-deception can mislead teams, especially during corporate transformations, as leaders struggle with vague objectives. Hear stories of misunderstandings between C-suite executives and design teams, stressing the need for honest communication. Learn how external insights can disrupt stagnation while revealing the emotional complexity of change. Overall, it’s a deep dive into the challenges of aligning visions with organizational truth.
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question_answer ANECDOTE
Deceptive OKRs
Tom facilitated OKR workshops with a C-suite who wanted to appear investable.
They masked their true objective with multiple, less inspiring OKRs.
question_answer ANECDOTE
Startup Cosplay
The company clung to its "startup" identity despite shifting to a mass-market approach.
This disconnect caused friction, especially within the design team.
insights INSIGHT
Wrong Skillset
The design team's focus on user-centric solutions didn't align with the company's new commodity focus.
They didn't know how to create "cool stuff" without a defined problem.
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A live thinking through of the next chunk in our series of articles about the Vision Chasm – that gulf between the glorious future people are talking about and the reality of where you are today.
In this episode we look at situations where a Vision is unreachable because it's actually deceptive – either deliberate deception to keep everyone looking the other way while people deploy a secret strategy; or accidental self-deception because your reality has shifted but your narratives haven't caught up.
We talk through a few stories from our past.
1) A company workshop where trying to crystallise a vision of the future fell apart - because nobody was ready/able to be honest about the true direction of the company. Still clinging to a cultural heritage that was no longer a fit for their market position?
2) A deep misunderstanding between a C-suite and design team – talking past one another because we were operating in fundamentally different worlds. A third party was able to show us why we were stuck in loggerheads. Looking back, we can see how daft we were being. But could we have done things differently at the time?
3) How the misunderstanding played out when the C-suite brought in an external agency. In one way, it was a disaster that made a mess and broke some hearts. In another way, it was a success that broke the deadlock and massively moved things forward for the company.
References:
Vision Chasm Part I: https://shows.acast.com/triggerstrategy/episodes/061-tumbling-into-the-vision-chasm
Vision Chasm Part II: https://shows.acast.com/triggerstrategy/episodes/066-feeling-the-edges-of-the-vision-chasm