About
We work with narrative: what people across an organization actually say about how the work goes, captured at scale through organizational storytelling and read as systemic patterns rather than opinions.
Methods
Connections built between silos so information moves in context. Trios are generated deliberately across the business, replicating the way informal networks form on their own — the networks that already carry trusted information at a fraction of what formal knowledge management costs. Aimed at a live problem it becomes a managed swarm; with formal roles as the nodes it ties the formal system to the informal one and surfaces weak signals.
Cross-silo · weak signalsDiary keeping in cohort groups, coupled with interviewing. It has run on leadership programs and as induction, where new joiners record their own experience and interview senior staff to capture theirs. The process does its own work in the room — and the narrative database it leaves behind becomes the knowledge management function for an organization in the middle of change.
Cohorts · induction · handoverEvery culture carries archetypal story forms, and one of their uses is letting someone tell a story without attribution: if it happened to an archetype, it isn't personal. The characters are extracted in a workshop, then used for disclosure where discrimination or intimidation is in play — and afterwards as a shared language for internal communication. Variants run to cartoons and staged performance.
Disclosure without attributionA rapid pulse that takes the temperature of an organization on one subject — safety, cyber-security, culture, diversity. Attitudes are a lead indicator where compliance is only a lag indicator, so reading them allows early, non-judgmental intervention. It carries a vector theory of change, which asks the change agent one question: what could you do tomorrow to create more stories like these, and fewer like those?
Lead indicator · early interventionCapabilities
From the structure underneath to the surface people actually touch, and the learning that makes both hold once we leave.
Keeping the work moving, and keeping everyone with a stake in it tied to the point where their stake actually lands.
Where the practice is going, and the theory of feedback and control that explains why any of it works.
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