organizational learning: building story bridges

8/12/2019 Organizational Learning: Building Story Bridges

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TERRENCEGARGIULO

[email protected] phone:4159488087


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Communicationisthekeytobuildingbridgesbetweenlearning,andcollectiveexperience.

Organizationallearningisafunctionofcommunication.Learningisfluid.Itwouldbeniceif

learningcouldbetightlywrappedupintoneatbundlesofsustainablelearningobjectivesbut

thatisrarelythecase.Discreteskillsthatformapartofanorganizationsongoingtechnical

competenciescanberolledintorepeatabletrainingprograms;however,theserepresentjusta

fractionof

an

organizations

learning

needs.

Therehavebeensomeexcellenteffortstorevitalizelearninginorganizations.Most

organizationshavecometorealizethattrainingisnotnecessarilylearning.Asalwaystheory

lagsbehindpractice.Corporateuniversitiesofferasmorgasbordofcoursesthathavelittle

relationtotherealtimeneedsofemployees.Andwhilewepaylipservicetotheimportanceof

linkinglearningwithbusinesssobjectives,therearefewsuccessstories.

Thewordlearnhasthewordearn,insideofit.Wecandiscoversomemeaningbydissecting

theword.Learningdoesnothappeninapassivemanner.Wehavetoworkatit.Whateverwe

learnhasbeenearnedthrougheffort.Asstudentsweundoubtedlywereremindedbyour

teachersandparentsto,applyourselves,andputourmindstoit.Stashingfactsawayin

memorydoesntgoveryfaranditdoesnttakelongbeforewerunoutofroom.Information

leftinmemoryquicklylosesitsrelevancy.Memorizingfactsmighthavegottenusthrough

examsbutitisunlikelytofundamentallychangeourunderstandingoftheworldaroundusor

ourselves.Learningoccursasresultofbuildingconstructs.

Observeababyinactionandyouseeaspongesoakingup

everythingaroundhim.Eachnewexperiencebecomesadata

pointthathastoberelatedtopreviousones.Inthebeginning

therearefewknowndatapoints.Eventually,therecomesa

pointwhen

there

is

acritical

mass

of

information.

Suddenly,

enoughisknowntostartconnectinglotsofdatapoints.The

brainspatternrecognitioncapacitiestakeover.Shadesof

meaningsbecomepossiblebecausetheyarerelatedtoknown

constructs.Thisunderstandingoflearningasanactofbuilding

oneconstructfromanotherleadsustotheanalogyoforganizationallearningasbuilding

bridges.Ifbridgesenableustosafelycrossoverbodiesofwaterorland,learningenables

peopleinourorganizationstoclosegapsintheirskills,andshareexperiencesinorderto

succeedinachievingorganizationalobjectives.Andcommunicationisthevehiclethroughwhich

allofthishappens.

Herearesomeunderlyingassumptionstoguideourdiscussion:

1.Learningcannotoccurwithoutcommunication.

Ithinkwegetconfusedinorganizationswhenwetrytomakelearninganisolatedactivity.

Learninghappensallthetime.Withoutitanorganizationwouldbeunabletofunction.Wecan

measurelearningmoreeasilywhenitiseventdriven.Trainingisaperfectcaseinpoint.We


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defineaneed,developaninterventionandexecuteanevent.Alongthewaywetrytoevaluate

whatwearedoinganditsimpactontheorganization.Whatifweweretoseelearningasa

functionofcommunication?Whenwestartanewjobweattendvarioustrainingsand

orientationsessionsbutourgreatestsourceoflearningcomesfromconversations.Aswestrive

tounderstandourjob,peopleareourgreatestsourceofinformation.Thequalityof

conversationswe

have

will

directly

impact

how

quickly

we

get

up

to

speed.

Conversationschangeinrealtime.Dependingontheflowofideas,aconversationhasthe

potentialtomoveindifferentdirections.Thereisasimilaritybetweenthefluidnatureof

conversationsandthelearningneedsofanorganization.Learningisamovingtarget.We

cannotpindownthelearningrequirementsforanorganization.Wecandevelopcompetency

models.Wecanperformgapanalyses.Wecanarticulatelearningobjectives.Theseareallvalid

pursuits;however,theywillnothelpusbuildanagilecompany.

Businessobjectivesneedtobeadjusted.Asour

businessobjectiveschange,sodoourlearning

requirements.Thereisnotenoughtimetoramp

upawholenewtrainingagenda.Justintime

informationisrequired.Communicationdoesnot

havethesameoverheadasinstructorled

courses,jobaidsorelearning.Wedonotneeda

learningmanagementsystemtotrackemployees

oraChiefLearningOfficertoinstitutecorporate

learningscorecards.Whatweneedarecommunicationfabricsthatsupportreflectivebehavior

andencouragesharing.Althoughthismaysoundidealistic,itcanbemoreeasilyachievedthan

onemightimagine.Theproblemisthatthesesimpleprinciples,whicharecapableofcreating

complex,rich

behaviors,

fly

in

the

face

of

what

we

assume

possible.

This

is

more

afunction

of

arrogancethananythingelse.Arroganceisdangerous.Ithasatendencytomaximizeourself

importanceandminimizethepotentialofothers.

Ifweunderstandtheprinciplesofeffectivecommunicationwecandesigncontinuouslylearning

organizations.Weneedorganizationscomposedofselfawareindividualsinperpetuallearning

motionalongwithaculturethatpromotessharing.Learningisnotatrophythatiswonbyan

individual.Learningincreasesthecollectiveintelligenceofthewhole.Wecanaccelerate

learningbyoptimizingthesocialinterconnectionsofpeople.Inthelastchapterweidentified

threechannelsofcommunication(formalized,socializedandpersonalized).Thegreatest

potential

for

learning

lies

in

the

personalized

channel.

While

it

may

appear

trite

on

the

surface,

everyoneisalearner,everyoneisateacherandanyonecanpursuethelearningrequiredto

succeed.Thesearethemeswewillspendconsiderabletimeaddressinginthelastsectionofthe

bookwherewewillfocuspredominantlyonhowtodevelopthecommunicationandlearning

capacitiesofindividualsinordertoachievegreaterorganizationaleffectiveness.Itturnsout

thattopdowneffortstobuildalearningorganizationareunlikelytosucceedand,iftheydo,

evenhardertosustain.Ourhopeliesindevelopingpeople.

2.Thereisadifferencebetweenlearningandtraining.


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ThetrainingfunctioninanorganizationseemstobefollowingthesamefateofHuman

Resources(HR).HRdepartmentsarerapidlylosingtheirrelevance.Lostintheminutiaof

legalese,theyaretryingdesperatelytoreinventthemselvesbyoutsourcingbenefits

administration,usingenterpriseresourceplanningtoolstoautomatefunctions,puttinginplace

selfservice

transactional

portals

for

employees,

focusing

on

Human

Performance,

embracing

OrganizationalDevelopment,developingKnowledgeManagementsystems,andthrowing

aroundlingolike,HumanCapital.Despitetheseefforts,mostHumanResourcesDepartments

fallshortofbeingatruestrategictoolfororganizations.Itstoocookiecutterofanapproach

andwhilecookiecutterscreateprettycookiestoeat,theywastealotofdoughandrequire

tediousamountsofattentiontoproducelotsofthem.Noonewoulddisagreethatpeopleare

anorganizationsgreatestasset;wejustdontmatchthetalkwiththewalk.

Inleantimesthefirstthingacompanycutsistraining.Itisviewedasexpendable.Hardto

justifytimeawayfromajobtopursuelearningobjectivesthatinmanyinstancesonlyvaguely

relatetothejobletalonetheorganizationsobjectives.Drivenbytheimperativetosavemoney

butsalvagetraining,instructorledprogramsarereplacedwithamyriadofselfpaced

modalitieslikecomputerbasedtraining,webbasedtraining,mobilelearningandinformal

learning.Thesearedeliverytoolsandassuchdonotconstituteanysignificantdifferencefrom

theirinstructorledcounterparts.Oftentimesthequalityofmanyoftheseproductsissopoor

thattheyenduperodingtheimportanceoftrainingandtheappealoflearning.

Ascompanieslooktoreducecostswecan

expectanumberoftrendsinthelearning

arena.Tobeginwith,companieswill

spendlessmoneyontraininganddepend

moreon

these

technology

driven

solutions.Itsbeyondthescopeofour

discussionhere,butitisverydifficultto

designgoodtechnologydriven,courses.

Manyproductsfailtoleveragethenonlinear,selfpacedcharacteristicsofthesenew

technologies.Companiesspendlessmoneyoninferiorproducts,withagrowingdissatisfaction

onthepartoflearnersandfrustrationsonthepartoforganizationswhentheyrealizethatthe

learninginterventionstheyareimplementingarenothavingasignificant,measurableimpact

onemployeesperformance.

Another

trend

we

can

expect

in

the

learning

arena

is

outsourcing.

Learning

is

not

perceived

as

a

uniquestrategicadvantage.Evenifitisrecognizedasbeingimportant,itisancillary.Giventhis

mindset,learningplaysasupportingroleandisnotacceptedasacompetitiveadvantage.Of

coursetherearetimeswhenitmakessensetoleveragetheexpertiseofanoutsidepartner.

However,Ithinkitisnavetoassumethateventhebestcollaborativepartnerswillbeableto

trackshiftingbusinessobjectivesandlinkthembacktorealtimelearningobjectives.Any

trainingbusinesshastocreaterepeatableprocesses,andstockproductsthatcanbetweaked

fromonecustomertothenext.Companieswhofollowthistrendwillthrowawayabuiltin


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competitiveadvantage.Howacompanycommunicatesandhowacompanylearnsshouldbe

consideredtradesecrets.Thecompaniesthatsucceedinthesearenaswillbethemostagile

andsuccessful.

3.Learning

needs

to

be

dynamically

linked

to

business

objectives.

Wedoanexcellentjobidentifyingwhatresourcesweneedtobringaproductorserviceto

market.Wehavedetailedprocessesformanagingprojectsandcreatingworkbreakdown

structures.However,whenitcomestointangibleslikelearningandexperience,wefailto

adequatelyplanforwhatwewillneedinordertosucceed.Businessobjectivesinvolveawhole

hostoftheseintangiblefactors.Learningfitsintothatcategory.Weconfuselearningwith

training.Thetemplatesweusetocreateourprojectplanshaveanareacalledtraining.

Someonethrowsacoupleofbulletsonapage,assignsadollaramount,putsadateona

scheduleandintheendsomethingthatmimicsalearningprocessisrolledoutbehindschedule

andusuallyunderfunded.Itsagrimpicturebutonethatmanyofusseetimeandtimeagain.

So

how

do

we

align

learning

objectives

with

our

business

objectives?

If

our

business

objectives

arechanginghowdoweadaptourlearningstrategiestoensuretheyaresupportingour

objectives?Youhavetorelyonyouremployees.Weneedtoinculcatereflectivebehavior.If

employeesconstantlyaskthemselves,WhatcanIdothatiswithinmyscopeofresponsibility

tohelpthebusinessachieveitsobjectives?Whatismyunderstandingofhowthebusiness

objectivesrelatetomyjob,andWhatdoIneedtolearninordertosucceed?Thesequestions

shouldbeinthebackofeveryemployeesmind.Managersandpeersoperateascoaches,

cheerleaders,teachers,informantsandmirrorsforthereflectiveemployee.

IndividualLearningPlansorProfessionalDevelopmentPlansareastepintherightdirectionbut

failtoachievethetypeofdynamismIamdrivingathere.Theytendtobefocusedonthe

employee.We

have

ahabit

of

inadvertently

playing

agame

of

white

lies

with

employees.

We

wantemployeestobelievetheorganizationcaresabouttheirpersonalandprofessional

growth.Trulyadmirablequalitiesandthereisalwaysanounceoftruthinawhiteliebutthe

factofthematterremainsanorganizationisnotasoftandfuzzycaringanimal.Neitherisit

coldandcalculating.Itsimplyis.Anorganizationisanentitywithoutanyotherpurposethanto

surviveandsucceed.Themissionofanorganizationpersistswithorwithoutitssamecore


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groupofpeople.Letsputadifferentspinonthis.Herearethreebasicassumptionsthatgiveus

somethingmorehonesttosinkourteethinto:

1. Learningensuresthesuccessofanorganization.2. Effectivelearningengagespeople.3. Continuallylearningandstretchingourknowledgeinnewdirectionsandseekingunique

experiencesisafundamentallyexhilaratinganddesirablehumanendeavor.

Ifyouarescrutinizingtheseassumptionsbecausetheyarevalueladenkeeponscrutinizing.Of

coursetheyarevalueladen,butwhocanfaulttheseloftyvalues.Toomanyemployeesare

bored.Repetitiveadministrativetasksoccupyagreaterpercentageofpeoplestimethanthey

should.Givepeopleachancetostretchintonewresponsibilities.Allowthemtodevelopnew

skillsandeveryonewillbenefitintheprocess.Thisdoesnotmeanthateveryonewillsucceed.

Therewillbetimeswhenadelegatedtaskthatrequiresanemployeetolearnsomethingnew

willfallthroughthecracksorbedonelessthansatisfactorily.Thesearetherisks.Inmyopinion

thesearealsotheexceptionsandnottherulesothebenefitsfaroutweightherisks.

4.Communicationtieslearningandcollectiveexperiencetogether.

Wehaveestablishedthatlearningcannotoccurwithoutcommunication.Newinformation

comestousexternallythroughvariousformsofcommunications,andweworkwiththem

throughaseriesofinternalcommunicationprocessesinordertotransformthemintolearning.

Figure1showshowcommunicationbandslearningandcollectiveknowledgetogether.

FIGURE1:


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Itbecomesmucheasiertodesignlearninginterventionsifwethinkofthemascommunications

andnotdiscreteentities.Collectiveexperiencefitsintothispicturebyshowinghow

experiencessharedthroughongoingcommunicationfacilitatelearning.

Weneedtopictureanorganizationasahugemassoflearningpotential.Everypersonhasa

wealthof

experiences.

Whether

it

is

has

been

gained

from

life

experiences,

aprevious

organizationorthecurrentonepeopleareconstantlyaddingtotheirbaseofknowledge.True,

therearemanydifferenttypesofknowledge,butthewayweacquireandworkwiththemis

moreorlessthesame.Expertinformationisanobviousexample.Whenanindividualpossesses

specializedexperienceinanareawerefertothisasexpertinformation.Itiseasytoseea

relationshipbetweenanindividualsexpertknowledgeanditsvaluetotheorganization.

However,therearealsomoresubtleformsofknowledge,suchaswisdom,thatcanhavea

profoundeffectonothersifwefindawaytotapintothem.Wewillexplorethisaspectof

knowledgeinthethirdsectionofthebook.Sufficeittosay,wewantpeopletoapplylearning

fromoneareaintoanother.

5.Organizationallearningneedstoleverageemployeesexperiencestoachieveitsbusiness

objectives.

FIGURE2:

Figure2illustratestheflowoflearninganditsrelationshiptodifferentobjectives.Thebox

titled,world,representsallofourpast,present,andfutureexperiences.Fortunately,our


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livesarenotconfinedtoanorganization.Peoplemoveinandoutoforganizations.Howmuch

ofwhatweexperienceintheworlddowesynthesizeintolearning?Thisiswhatthevalveinthe

picturedepicts.Wehavemanyopportunitiestoacquirenewlearning.Everyexperience

becomesastorywaitingtoofferuslearning.Forthelearningwedoacquire,howmuchdowe

bringbackintotheorganization?Someofthatisdependentuponhowmuchourorganization

promotessharing

learning.

Organizations

with

an

open

style

of

communication

and

which

treat

thepersonalizedchannelofcommunicationasastrategictoolsucceedinmaximizing

employeeslearningexperiences.Thesebecomeaccessibletoothersandaninvaluablepartof

thepotentialcollectiveexperienceoftheorganization.Thearrowsintheboxeslabeled,self

andorganization,showthemovementoflearningwithineachdomainandtherelationshipof

thesedomainstobusinessobjectives,learningobjectivesandpersonalobjectives.Three

separateobjectivesareusedtosignifythediversityofgoalsandthechallengeofaligningthese

withoneanother.

TheboxatthebottomofFigure2narratestheprocessoflearning.Itbeginswhenwe

encounteranynewconstruct.Iamusingthewordconstructlooselytorefertoanyentitythat

doesnotalreadyfitintooursetofknowndatapoints.Eachnewconstructisbroughtinto

awarenessbyourexperienceofit.Evenifthisisstrictlyamentalphenomenonwemustmerge

theabstractrecognitionwithrealtimeawareness.Bydoingso,wewinsomelevelof

understanding.Learningbecomesactualizedwhenwecanleverageittoachieveobjectives.

Translatinghighlevelbusinessobjectivesintolearningonesisaniterative,reflectiveprocess.If

thebusinessobjectivesaretoobigweneedtobreakthemdownintosmallerchunksandrelate

themtoourresponsibilities.Forexample,

Increaserevenuesby15%bydevelopingdistributionagreementswithnewpartnersin

untappedmarkets.

Herearesomequestionstoguidetheprocessofturningbusinessobjectivesintolearning

objectives:

1. Whatpartsofmycurrentresponsibilitiesornewresponsibilities,ifItakeinitiativetoassume,optionalones,contributetothesuccessofthisobjective?

2. IsthereanythingIneedtododifferentlytohelptheorganizationachievethisbusinessobjective?

3. DoIhavetherequisiteexperienceandknowledgetotakeaction?4.

What

do

I

need

to

learn

to

be

effective

in

tackling

these

responsibilities?

5. HowcanIacquirethelearningIneed?6. CanIleverageanyofmyotherexperiencesortheexperiencesofotherstoachievemy

learningobjectives?

7. HowwillIsharethelearningIacquire?Whoelsemightbenefitfromit?8. Didthesuccessfulcompletionofmylearningobjectivehelpmecontributetothe

businessobjectiveinthemannerIhadhoped?


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9. DoIneedtomodifymystrategy?IfIdowillIneedtodeterminenewlearningobjectives?

10.Hasthebusinessobjectivechanged?Thisisnotaformula.Whatitamountstoisreflectioninmotionturnedintolearning.We

determinethe

prize,

keep

our

eye

on

it,

and

use

it

is

aguide

to

help

us

determine

how

to

win

it.

Learningwillalwaysbeafundamentalaspectofwinningtheprize.Nextwecapturethe

knowledgegainedandbundleitintolessonslearned.Theninordertocompletethecyclewe

lookforopportunitiestosharetheexperiencegained.Whenweshareourexperiencesit

becomespartoftheorganizationscollectiveexperience.

6.Experiencesarecommunicatedthroughstories.

Throughoutthisbookstoriesactasacentralmetaphorforunderstandingeffective

communication

and

learning.

The

best

way

to

relate

an

experience

is

through

a

story.

It

is

natural.Storiesgivethetelleracontainertopackageandmovehisinformationwhile

simultaneouslyprovidingthelistenerahandleonitscontexttounderstandwhattheyare

receiving.Inessence,storiesactasacommunicationdeliverymechanism.Regardlessofright

andleftbraindifferences,orapersonsdominantthinkingstyle,imaginationplaysavitalrolein

learning.Theimaginationisthemediumthroughwhichconnectionsaremadeandstoriesare

therichestwaytostimulatetheimagination.

SUMMARY

1. Learningcannotoccurwithoutcommunication.2. Thereisadifferencebetweenlearningandtraining.3. Learningneedstobedynamicallylinkedtobusinessobjectives.4. Communicationtieslearningandcollectiveexperiencetogether.5. Organizationallearningneedstoleverageemployeesexperiencestoachieveits

businessobjectives.

6. Experiencesarecommunicatedthroughstories.


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SUGGESTEDRESOURCES

Examinethematurityofyourorganizationsstoryculture.

ThistoolassessesProStoryandAntiStorybehaviorsin

yourorganization.ProStorybehaviorsareonesthatbuild

andencourage

the

cultivation

of

astory

culture.

Anti

story

behaviorsareonesthatunderminetheflourishingofa

storyculture.

CLICKHERETODOWNLOAD

COMPLIMENTARYTOOL

TheVirtualTrainersChecklistforInteractiveDelivery,

CounterIntuitive

Design

and

Social

Interaction

Ifyouareinterestedintryingsomestorybasedexperientialactivitieshereare

facilitatorguidesforthree:

TheMagicThree ThreeChannel RelicThreeinterrelatedstories

provideastructuredactivityto

guidepeoplethroughan

experienceofreflection,practice

authenticcommunication,

and

createaconnectionwith

listeners.

Developstrongeractivelistening

skillsbycapturinganddeciphering

threechannelsofinformation.

Synthesizeinformationfrom

multiplechannels

to

draw

conclusionsandguide

communicationswithothers.

Connectwithothersonadeeper

andmorefundamentallevel.

Createasafeandfunvehicle

forpeopletoshare

somethingpersonal.Usean

objecttotriggerstories.Gain

insightinto

stories

that

have

hadaformativeimpacton

us.

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AUTHORBIO

TerrenceL.Gargiulo,MMHSisaneighttimesauthor,

internationalspeaker,organizationaldevelopmentconsultant

and

group

process

facilitator

specializing

in

the

use

of

stories.

HeholdsaMasterofManagementinHumanServicesfromthe

FlorenceHellerSchool,atBrandeisUniversity,andisa

recipientofInc.Magazine'sMarketingMasterAward,the2008

HRLeadershipAwardfromtheAsiaPacificHRMCongress,and

isamemberofBrandeisUniversitysathleticHallofFame.He

hasappearedonFoxTV,CN8,andonCNNradioamongothers.

Highlightsofsomeofhispastandpresentclientsinclude,GM,

HP,DTEEnergy,MicroStrategy,Citrix,Fidelity,FederalReserve

Bank,Ceridian,CountrywideFinancial,WashingtonMutual,

DreyersIce

Cream,

UNUM,

US

Coast

Guard,

Boston

University,

Raytheon,CityofLowell,ArthurD.Little,KANA

Communications,MerckMedco,CocaCola,HarvardBusiness

School,andCambridgeSavingsBank.

Web:http://www.makingstories.net

Video:http://www.vimeo.com/user2343092/videos

Email:[email protected]

phone4159488087

INTERVENTIONS

CONSULTING

RETREATS

WORKSHOPS

COACHING SPEAKING

RECOMMENDED
http://www.scribd.com/doc/30323599/Story-Based-Communication-Skillshttp://www.scribd.com/doc/30323599/Story-Based-Communication-Skillshttp://www.scribd.com/doc/57410653/Building-An-Index-of-Personal-Stories-A-Simple-Guide-to-Mining-Your-Storieshttp://www.scribd.com/doc/16720751/Breakthrough-Communication-Asssessment-Toolhttp://www.scribd.com/doc/30323599/Story-Based-Communication-Skills


12/13

ADDITIONAL RESOURCES

COMP VIDEOS & CONVERSATION STARTERS

These are distinctive, stylized short nuggets of organizational poetry offered to clients

and prospective clients to encourage people to dialog about themes prevalent in

Organizational Development work. Recordings of webinars and keynotes round out this

collection of videos. These offeran authentic and personal snapshots into me. Even

transcational and bottom line work is first and foremost relational. I want you to know

a little about who and how I am. For those that resonate with these I gaurantee we will

have a mutually gratifying and productive engagement.

CLICK HERE TO SEE VIDEOS

AVAIL YOUR SELF OF OVER 30 FREE ARTICLES & WHITE PAPERS

Are you looking for how the rubber meets the road? Need some practical tips and

techniques for designing and implementing learning and communication interventions?

Heres a repository of great resources sure to offer everyone something. Be sure to

reach out to me with your questions. Im happy to offer up to 30 minutes of free

consult to get people started.

CLICK HERE FOR RESOURCES
http://www.vimeo.com/user2343092/videoshttp://www.vimeo.com/user2343092/videoshttp://www.scribd.com/TerrenceGargiulo/documentshttp://www.scribd.com/TerrenceGargiulo/documentshttp://www.scribd.com/TerrenceGargiulo/documentshttp://www.vimeo.com/user2343092/videoshttp://www.scribd.com/TerrenceGargiulo/documentshttp://www.scribd.com/TerrenceGargiulo/documentshttp://www.vimeo.com/user2343092/videoshttp://www.vimeo.com/user2343092/videos


13/13

Page | 2

CONSIDER PURCHASING A FEW OF OUR COST EFFECTIVE ONLINE RESOURCES

I am very proud and grateful for the crystallization of my story-based communication skillsassessment. It was awarded the 2008 HR Leadership Award from the Asia Pacific Human

Resource Management Congress

CLICK HERE TO ORDER THE ASSESSMENT

Are you looking for some easy ways to develop your story-based communication skillsor

help others on your staff or team? Try our eBook of self- development exercises

CLICK HERE TO ORDER THE eBOOK

Have you wanted a step-by-step guide to discovering and mining your rich treasure chest ofstoriesso you can leverage them more effectively? Here just the guide to get you started

CLICK HERE TO ORDER GUIDE

Maybe you just want to work with us. Dont be bashful. Give me a call today. I promise to tell

only a few stories but be careful you might yourself launching into a sea of stories!

PHONE: 415-948-8087
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organizational learning: building story bridges

Documents