INTENTIONS · DECISIONS · CONSEQUENCES
Most organisations don't have a culture problem.
They have a decision integrity problem.
Every organisation has good intentions.
Nobody sets out to create disengagement.
Nobody puts mistrust into the strategy.
Nobody writes inconsistency into the values.
And yet organisations experience all three.
Somewhere between what we intend and what people experience, decisions are made.
Some are deliberate.
Some are avoided.
Some barely feel like decisions at all.
But they all leave consequences.
IDC helps leaders examine that space.
Intentions · Decisions · Consequences
The Decision Integrity Framework
INTENTIONS · DECISIONS · CONSEQUENCES
Most organisations don't have a culture problem.
They have a decision integrity problem.
Every organisation has good intentions.
Nobody sets out to create disengagement.
Nobody puts mistrust into the strategy.
Nobody writes inconsistency into the values.
And yet organisations experience all three.
Somewhere between what we intend and what people experience, decisions are made.
Some are deliberate.
Some are avoided.
Some barely feel like decisions at all.
But they all leave consequences.
IDC helps leaders examine that space.
Intentions · Decisions · Consequences
The Decision Integrity Framework
INTENTIONS · DECISIONS · CONSEQUENCES
Most organisations don't have a culture problem.
They have a decision integrity problem.
Every organisation has good intentions.
Nobody sets out to create disengagement.
Nobody puts mistrust into the strategy.
Nobody writes inconsistency into the values.
And yet organisations experience all three.
Somewhere between what we intend and what people experience, decisions are made.
Some are deliberate.
Some are avoided.
Some barely feel like decisions at all.
But they all leave consequences.
IDC helps leaders examine that space.
Intentions · Decisions · Consequences
The Decision Integrity Framework
WHAT HAPPENS IN BETWEEN?
What did we intend?
And what did we actually create?
We intended to empower people.
But who still needs permission?
We intended to build trust.
But what happens when someone disagrees?
We intended to move faster.
But which decisions keep waiting?
We intended to create accountability.
But what happens when something goes wrong?
The gap isn't always in what an organisation believes.
Sometimes it's in the decisions those beliefs produce.
And sometimes it's in the decisions nobody realised they were making.
WHAT HAPPENS IN BETWEEN?
What did we intend?
And what did we actually create?
We intended to empower people.
But who still needs permission?
We intended to build trust.
But what happens when someone disagrees?
We intended to move faster.
But which decisions keep waiting?
We intended to create accountability.
But what happens when something goes wrong?
The gap isn't always in what an organisation believes.
Sometimes it's in the decisions those beliefs produce.
And sometimes it's in the decisions nobody realised they were making.
WHAT HAPPENS IN BETWEEN?
What did we intend?
And what did we actually create?
We intended to empower people.
But who still needs permission?
We intended to build trust.
But what happens when someone disagrees?
We intended to move faster.
But which decisions keep waiting?
We intended to create accountability.
But what happens when something goes wrong?
The gap isn't always in what an organisation believes.
Sometimes it's in the decisions those beliefs produce.
And sometimes it's in the decisions nobody realised they were making.
THE DECISIONS IN BETWEEN
Intentions don't create consequences on their own.
Decisions connect the two.
What we choose.
What we postpone.
What we allow.
What we avoid.
Each decision moves an intention closer to, or further from, what people eventually experience.
INTENTIONS
What we mean to create.
DECISIONS
What we actually choose.
CONSEQUENCES
What others experience.
Intentions · Decisions · Consequences
The Decision Integrity Framework
It's about seeing more clearly what connected the intention to the consequence.
Because once you can see that, you can begin to question what happens next.
THE DECISIONS IN BETWEEN
Intentions don't create consequences on their own.
Decisions connect the two.
What we choose.
What we postpone.
What we allow.
What we avoid.
Each decision moves an intention closer to, or further from, what people eventually experience.
INTENTIONS
What we mean to create.
DECISIONS
What we actually choose.
CONSEQUENCES
What others experience.
Intentions · Decisions · Consequences
The Decision Integrity Framework
It's about seeing more clearly what connected the intention to the consequence.
Because once you can see that, you can begin to question what happens next.
THE DECISIONS IN BETWEEN
Intentions don't create consequences on their own.
Decisions connect the two.
What we choose.
What we postpone.
What we allow.
What we avoid.
Each decision moves an intention closer to, or further from, what people eventually experience.
INTENTIONS
What we mean to create.
DECISIONS
What we actually choose.
CONSEQUENCES
What others experience.
Intentions · Decisions · Consequences
The Decision Integrity Framework
It's about seeing more clearly what connected the intention to the consequence.
Because once you can see that, you can begin to question what happens next.
THE LOOP
Why the next initiative won't fix it.
The intentions sound right.
The decisions stay the same.
The consequences get worse.
So a new initiative is launched.
And the loop begins again.
Culture doesn't fail at the level of intentions. It fails at the level of decisions and reveals itself in consequences
IDC breaks the loop where it actually runs: in the decisions.
THE LOOP
Why the next initiative won't fix it.
The intentions sound right.
The decisions stay the same.
The consequences get worse.
So a new initiative is launched.
And the loop begins again.
Culture doesn't fail at the level of intentions. It fails at the level of decisions and reveals itself in consequences
IDC breaks the loop where it actually runs: in the decisions.
THE LOOP
Why the next initiative won't fix it.
The intentions sound right.
The decisions stay the same.
The consequences get worse.
So a new initiative is launched.
And the loop begins again.
Culture doesn't fail at the level of intentions. It fails at the level of decisions and reveals itself in consequences
IDC breaks the loop where it actually runs: in the decisions.
WHEN INTENTIONS LIE
Start with a decision that matters.
Not a hypothetical one.
A real decision with real consequences.
What were we trying to achieve?
What did we decide?
What did we postpone, avoid or allow?
What happened as a result?
And what did others experience?
IDC creates space for leaders to examine those questions together.
To slow the decision down.
To see what may have been missed.
To understand the consequences more clearly.
And to carry that awareness into the next decision.
Two ways in
When Intentions Lie: a keynote for leadership audiences ready to hear the argument.
The IDC Diagnostic Lab: for executive teams ready to examine one real decision together and close it.
WHEN INTENTIONS LIE
Start with a decision that matters.
Not a hypothetical one.
A real decision with real consequences.
What were we trying to achieve?
What did we decide?
What did we postpone, avoid or allow?
What happened as a result?
And what did others experience?
IDC creates space for leaders to examine those questions together.
To slow the decision down.
To see what may have been missed.
To understand the consequences more clearly.
And to carry that awareness into the next decision.
Two ways in
When Intentions Lie: a keynote for leadership audiences ready to hear the argument.
The IDC Diagnostic Lab: for executive teams ready to examine one real decision together and close it.
WHEN INTENTIONS LIE
Start with a decision that matters.
Not a hypothetical one.
A real decision with real consequences.
What were we trying to achieve?
What did we decide?
What did we postpone, avoid or allow?
What happened as a result?
And what did others experience?
IDC creates space for leaders to examine those questions together.
To slow the decision down.
To see what may have been missed.
To understand the consequences more clearly.
And to carry that awareness into the next decision.
Two ways in
When Intentions Lie: a keynote for leadership audiences ready to hear the argument.
The IDC Diagnostic Lab: for executive teams ready to examine one real decision together and close it.
THE NEXT DECISION
What will your organisation experience because of it?
Every decision leaves something behind.
If there's a decision, tension or consequence worth examining, let's start there.
Start with the moment.
THE NEXT DECISION
What will your organisation experience because of it?
Every decision leaves something behind.
If there's a decision, tension or consequence worth examining, let's start there.
Start with the moment.
THE NEXT DECISION
What will your organisation experience because of it?
Every decision leaves something behind.
If there's a decision, tension or consequence worth examining, let's start there.
Start with the moment.
Emotion · Reflection · Story · eXperience
Think. Decide. Work. 1% better when it counts..
CONTACT:
info@ersx.eu
emilios@ersx.eu
anastasia@ersx.eu
Emotion · Reflection · Story · eXperience
Think. Decide. Work. 1% better when it counts..
CONTACT:
info@ersx.eu
emilios@ersx.eu
anastasia@ersx.eu
Emotion · Reflection · Story · eXperience
Think. Decide. Work. 1% better when it counts..
CONTACT:
info@ersx.eu
emilios@ersx.eu
anastasia@ersx.eu