Best Practices and Insights for Facilitating Creativity, Alignment & Organizational Results

Author: Gisela Wendling, Ph.D.

As The Grove steps into its own visionary future, I have been turning my attention to what it truly means to commit. The picture above is from an early meeting in this process when I was talking with Erik Rolland, Grove senior consultant, and Nevada Lane, Grove partner.

I know that empowered enablers of positive change require an approach that values high engagement, visionary leadership, shifting fundamental assumptions and committing to a...

Understanding your organization’s environment and how this environment changes is critical for success in your planning process. This is a perfect time to have a visual planning session, using templates to provide a high-level view of all the factors that affect your situation. 

In this article, we provide a step-by-step process for using The Context Map, one of 20 different graphic templates that we use repeatedly with our clients to support their strategic planning. ...

The use of structured collaborative practices can add a vitality and clarity to remote work that is often missing in informal, ad-hoc processes. In addition, the use of graphic frameworks, in the absence of the visual stimuli of face-to-face meetings, provides a clear focal point for exchanges and literally gets team members on the same page.  

Practices for “different time, different place” meetings (via e-mail, social media and shared websites). 

1. ...

Authors: Gisela Wendling, Ph.D. and David Sibbet 

These times of continuing instability demand that we focus on how we work with change. In this article, Gisela Wendling, Ph.D., and David Sibbet explore how to work with the seven challenges of change they identified in their book Visual Consulting: Designing & Leading Change. The Seven Challenges of Change™ Framework is an integration of the Theory of Process, on which all of The...

Strategic Visioning combines hindsight drawn from visually facilitated strategic thinking sessions with foresight arising from aspirational, visionary exchange and dialogue. This process is grounded in the present through alignment on priorities and action plans.

Visual templates used in this process provide light structures for deep engagement. In-person meetings become information theaters. Online sessions simulate this with a progression of perspectives in whiteboard programs. Both...

Author: David Sibbet

As the sun rose over the south shoulder of Mt. Shasta on the fourth morning of my vision quest solo, I found myself doing the “Standing Like a Mountain” pose. The theme of constancy in the face of change emerged as a big takeaway from days of reflection, and I would like to share some of that thinking.

Shasta felt almost like a partner on this quest, as my purpose circle looked directly across a large meadow and up to the peak. On the last night...

“Many leaders across the company were looking to increase team engagement and find ways to support their teams in meeting goals. We were getting multiple requests for this type of team performance support, and we just didn’t have the capacity to facilitate all of these teams.”

Devon Twyford

Leadership & Organization Developer, Humana

We worked with Devon Twyford at Humana to address the challenges she and the organization faced around teaming. Through...

As the pandemic transforms into a new normal, organizations will rely on visionary leaders who are skillful at navigating change.

What is Visionary Leadership?

Visionary leaders' essential capability is being able to connect to their own north-star vision (a general direction or calling, if you will) and simultaneously being able to engage the larger organization in a change journey to find out what it will take to develop and realize a shared vision.

Because all change...

_{Photo by Katie Moum on Unsplash}

Author: Bobby Pardini, President of The Grove

“I’m not sure what will happen next.”

With all of the uncertainty and disruption taking place in our lives, the above statement might seem a bit obvious. Yet, there is power in saying the words, especially in the context of leading teams and organizations. I have discovered this first-hand as my role at The Grove has forced me to reconcile the responsibilities of leading an...