In this curated post, I share what caught my attention lately: kindness, agility and experiences. Read on.
“You may not run world-class races where the stakes are high but smiling and being kind, in general, allows you to experience reduced stress, a higher overall level of wellbeing and it helps fight anxiety and inflammation in your body. This also helps your immune system stay healthy and your body remain biologically younger, longer.”
‘Spread that sh*t everywhere!’ –
Gapingvoid Culture Design Group 💕
In this Linkedin thread, we share with Paul and Daniel Durrant:
“Our tiny brain waves of kindness may sync up to form a collective tsunami. ”
“Never forget that the smallest kind act – a smile or kind words to someone that may not even return the gesture – can have a massive rippling impact that you may never even notice.” ― Daniel R. Durrant
The common point: to constantly adapt to the context, to the demand, to try things quickly, to implement them, and to readapt a few weeks or months later once the context has changed.
If this is not agility stricto sensu, it bears the seeds of it: put the market, the internal or external customer’s need, the context at the center, abandon any idea of long-term certainty, proceed by short iterations.
Unfortunately, with the return to normalcy, few businesses have drawn the consequences and tried to capitalize on these exceptional practices that they had implemented and that, seemingly, worked.
“Agile sensemaking could be described as how we make sense of complex challenges by interacting with others and sharing knowledge. More diverse and open knowledge flows enable more rapid sensemaking. I discussed the idea of agile sensemaking in 2018 and later created a sensemaking model (framework).”
“(…) The current agile sensemaking framework incorporates several other frameworks but it is designed to be as a simple as possible and flexible enough to adapt to new knowledge. Sensemaking in our connected world means engaging in professional social networks and finding communities of practice/interest. These can inform the work-to-be-done in our teams. Without these connections, from every worker, then our teams are blind. We have witnessed this in recent years with widespread leadership in chaos.”
“UI is what you see, UX is how you feel.” ― Ryan Tracey
Making a SWOT of both helps to deal with pain points to improve the customer-centric experience of any website, learning/employee experience, or learning organization, methinks. Doing UX research first through ideation workshops enables us to co-design a better UI through co-design workshops. A digital audit of the website, a learning/employee experience, is a complementary way to build a relevant and tailored strategy.
“A hybrid gathering is not one gathering. It’s three.
If some people are in the same room or office and others are “dialing in,” there are three sites of group coordination and social dynamics to navigate: 1) the people in the room; 2) the online space (presumably some combination of boxes and a chat and a mute button); and 3) the interaction, if you so choose, between the people in the room and the people on “the Zoom.”
The good news: you’ve been practicing your in-person and online gathering skills for some time. In hybrid gatherings, you’ll make use of both. And then there’s a third skill: understanding when and how to weave them together.“
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