Our graphical formats are in many cases the least of our worries when we deal with clients and their internal issues.
I have a good old belly laugh when I consider the reality that ego plays such a prominent part in how many individuals position themselves within any arena; especially that of our clients who call on our skills sets.
Many of us have been around the knowledge and systems management arena for some time, and there’s stages we all go through in our personal, academic and business lives.
Ego is one of them, and when the dreaded ego thing raises its ugly head, we are presented with a stage that is full of unintended clarity. The script has been written (imagined and planned), the chosen actors are handled into place, and the audience has been pre-conditioned. The outcome is rather scientifically assured
Have you experienced this very same scenario; I’m thinking it’s the same or similar in structure for us all. In other circles the ego is expressed in the proverbial role of the Agent Provocateur. Yes that person whose aim (regardless of agenda and handler) is to enter a group and to cause disruption and eventually the demise of their target by way of deception, false (fake) news and to cause endless useless processes of misdirection so as to make their target and audience unmanageable and rather useless. Then the real agenda unfolds; that of attack, dominance and eventual hostile takeover.
The outcome is indeed scientifically assured and we see it time after time in every arena we service don’t we? Let’s face it, the media (fact or fake) use this very process so very effectively.
The seed has been planted, the values have been established, the beliefs are manipulated and the thoughts flow with precision. Those thoughts choose an emotional response and ultimately the audience is led into actions that are so (common and special cause) predictable by the provocateurs and handlers.
Yet we as Knowledge Architects arrive at a client’s place of operations knowing all of this probability and potential. Well I certainly hope you and I arrive prepared and have fully profiled our client’s original concerns and needs. Yes there’s more profiling by way of our auditing methodologies employed and applied.
We help people, institutions and corporate; yes that’s what we do at the core of our services as consultants. And we are knowledge Architects who arrive to assess (audit), profile and to create a framework for continuous improvement within our client’s thinking and doing environment’s.
The push back is that resistance to change that’s given stage by the plans of the provocateurs. And as graphical thinkers; we are charged with a responsibility to do our best to achieve a consensus. That agreement status our graphical work wishes to achieve.
Graphical mapping is merely one aspect of our communications skills for sure. And no we are not trained psychologists, (well I’m certainly not); yet we have accumulated so much understanding of the human condition in and through our delivery of procedures, processes and systems. We understand the most important function of any system, and we communicate with clarity towards it. Yes it’s the people for sure. Have you experienced that resistance to change within your client’s environment as you create frameworks for BMS continuous improvement? And how have you dealt with it?