
Often our organisational structures come to resemble stove-pipes, or agricultural silos; tall, specialized containers that hold and differentiate specific kinds of resources. Despite the fact that one silo may stand right next to another very similar silo, the contents are often held in a manner that keeps them purposely apart and protected.
Core thinking challenges this pattern and can be practised by the individual, partners, teams, departments and organizations. Core thinking intentionally connects disparate elements; be they ideas, people, resources, funds, processes or philosophies. Sharing is something we all grew up with but sometimes it becomes the norm to sub-consciously hoard, or protect what might be seen as scarce resources. Consider the silo contents as your ‘resources’ whether these are ideas, people, resources, budgets, or so on. They are contained and held away from others. The opportunity now is to connect the seemingly unconnected, to do more, to leverage what each party has, to create new outputs and outcomes and more efficiently manage finances, time, effort, energy, enterprise and people.
Using the ’silo’ metaphor, core thinking advocates lifting the silo enough so the contents spill out and intermix with the contents of other silos. To complete the silo analogy, the blending of real life contents (for example grain) creates hybrid strains – a new resource that has attributes of both silos and, if nurtured, can be stronger than either of the original components – making the whole better than the sum of its parts.
Dates
February 16, 17, 18, 2010 downtown Vancouver
June 8, 9, 10, 2010 downtown Vancouver
September 14, 15, 16, 2010 downtown Vancouver
Maximum 24 students per class – target audience: managers, senior managers, senior level technical specialists and executives
Course fee: $1,325.00 per person
Course instructors: David Youngson and David McCutcheon
Register online or call (604) 947-9799