CONTEXT: THE MISSING INGREDIENT
Clearly, context was shaping people’s experiences of themselves and others, yet context was invisible. People tended to be blind to the contexts others were operating from. As a consequence, they misunderstood others, had little empathy for them, made up often-incorrect stories about others’ motivations, judged them, resisted them, or reacted against them.
People also tended to be blind to their own context and how it was shaping their experiences. For example, they were blind to how they were reflexively reacting to their own Top, Middle, Bottom, and Customer contexts in ways that caused stress, soured their relationships with others, and diminished their organizational effectiveness. People were seeing people, ...
Get Practicing Organization Development: A Guide for Leading Change: A Third Edition now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
