Causal Layered Analysis: Sohail Inayatullah at TEDxNoosa

Summary

Este video presenta la metodología de Análisis Causal y Alerta (CLA, por sus siglas en inglés), una teoría destinada a generar cambios profundos y duraderos en organizaciones. El ponente discute la importancia de medir nuevas visiones, transformar culturas, y adoptar metáforas de apoyo para superar los enfoques convencionales. Destaca el aprendizaje en doble bucle, la previsión narrativa, y el desafío a futuros convencionales, usando CLA para redefinir métricas, sistemas, y narrativas. Ejemplos prácticos de varios sectores ilustran cómo reinventar percepciones y estructuras para un futuro más inclusivo y adaptativo.

Takeaways

• 📊 CLA (Causal Layered Analysis) es una teoría y metodología para lograr cambios profundos y duraderos, enfocándose en múltiples capas de la realidad.
• 🌏 La importancia de crear nuevas métricas para medir visiones y progresos alineados con los objetivos de cambio organizacional o social.
• 🔄 Se destaca la importancia del aprendizaje de doble bucle, donde no solo cambiamos comportamientos, sino también los mecanismos para aprender sobre el aprendizaje.
• 📖 La narrativa y los metáforas son cruciales para habilitar futuros posibles, sirviendo como herramientas para enmarcar y guiar el cambio.
• 🔍 La perspectiva sobre el futuro debe ser activa y presente, utilizándolo como un recurso para informar y moldear acciones presentes.
• 🌐 CLA implica trabajar en cuatro niveles: litania (datos empíricos), sistema (estructuras y diseño), cultura (visiones del mundo e ideologías), y metáfora (narrativas y mitos).
• 📏 Cambiar la forma en que medimos el éxito (por ejemplo, del PIB a índices de felicidad o sustentabilidad) puede catalizar cambios significativos en la sociedad.
• 💡 El desafío de cambiar la educación y otros sistemas está en transformar no solo las estructuras, sino también las narrativas subyacentes y las mentalidades.
• 🔄 Transformar la cultura organizacional o social requiere desafiar y cambiar las narrativas centrales que definen nuestras percepciones y comportamientos.
• 🤝 CLA promueve la inclusión de múltiples perspectivas y la colaboración entre distintos actores para abordar complejos desafíos sociales y organizacionales.

Q & A

¿Qué es CLA y cuál es su objetivo principal?

CLA (Causal Layered Analysis) es una teoría y metodología diseñada para fomentar un cambio más profundo y duradero. Su objetivo principal es trabajar en varios niveles de la realidad para lograr un cambio significativo en organizaciones y sociedades.

¿Cuáles son las cuatro capas que CLA considera esenciales para el cambio?

Las cuatro capas consideradas por CLA incluyen: 1) la visión y estrategia de la organización, 2) los habilitadores sistémicos, 3) la transformación cultural, y 4) un nuevo y soportivo metáfora o narrativa.

¿Qué es el aprendizaje de doble bucle y por qué es importante según CLA?

El aprendizaje de doble bucle es un proceso que no solo se enfoca en hacer cosas de manera diferente, sino también en aprender sobre el proceso de aprendizaje en sí mismo. Es importante porque permite a las organizaciones adaptarse y evolucionar su manera de aprender y enfrentar desafíos futuros.

¿Cómo ayuda CLA a prever o crear el futuro?

CLA ayuda a prever o crear el futuro al promover un marco de aprendizaje y al incentivar a las organizaciones a pensar en sus narrativas futuras. Al entender y emplear narrativas, las organizaciones pueden influenciar y construir futuros posibles.

¿Qué significa la metáfora del futuro como un recurso según CLA?

La metáfora del futuro como un recurso sugiere que el futuro es un activo valioso que puede ser utilizado sabiamente para lograr cambios positivos. Implica que el futuro se debe emplear como una narrativa que guíe hacia la transformación deseada.

¿Qué es el futuro del 'EU' mencionado en CLA y cómo se relaciona con el cambio?

El 'futuro del EU' se refiere a la tendencia a continuar aplicando soluciones que no funcionan, a pesar de la evidencia de su ineficacia. CLA busca superar este enfoque, proponiendo cambios en múltiples niveles de realidad para evitar estos ciclos contraproducentes.

¿Cómo propone CLA medir el éxito de una nueva visión en las organizaciones?

CLA sugiere medir el éxito de una nueva visión a través de la creación de nuevas métricas que reflejen los objetivos y valores de la visión. Estas métricas pueden incluir, por ejemplo, la cantidad de fondos de investigación destinados a beneficiar a las poblaciones más desfavorecidas.

¿Cómo influyen las metáforas en la capacidad de una organización para catalizar el cambio según CLA?

Las metáforas influyen profundamente en la capacidad de una organización para catalizar el cambio, ya que determinan cómo se interpreta y se actúa sobre la información. Cambiar las metáforas puede cambiar las recomendaciones de políticas y las acciones, afectando el enfoque hacia la educación y la reducción de la pobreza, por ejemplo.

¿Qué papel juegan las narrativas en la transformación organizacional según CLA?

Las narrativas juegan un papel crucial en la transformación organizacional según CLA, ya que ofrecen un marco a través del cual las organizaciones pueden entender su pasado, interpretar su presente y construir su futuro. Cambiar la narrativa central de una organización puede llevar a cambios profundos y duraderos.

¿Cómo aborda CLA la resistencia al cambio en las organizaciones?

CLA aborda la resistencia al cambio desafiando las suposiciones subyacentes y las narrativas existentes dentro de las organizaciones. Al trabajar en diferentes niveles, desde la data empírica hasta las metáforas y mitos, CLA ayuda a las organizaciones a ver más allá de las limitaciones actuales y adoptar nuevas posibilidades para el cambio.

Outlines

00:00

📊 Introducción a CLA y la importancia de un cambio multidimensional

Este segmento introduce la teoría y metodología de Análisis de Causa y Alerta (CLA) como un medio para lograr un cambio profundo y duradero en las organizaciones. Se enfatiza la importancia de tener una nueva visión que esté acompañada por mediciones específicas, habilitadores sistémicos, una transformación cultural y un nuevo metáfora de apoyo. El orador destaca la relevancia de considerar el aprendizaje en dos niveles: el aprendizaje directo (¿qué harás diferente?) y el aprendizaje sobre el aprendizaje (cómo puedes aprender de manera más efectiva). También se subraya la importancia de tener un marco de aprendizaje para adaptarse al futuro y usar narrativas para dar forma y facilitar posibles futuros deseables.

05:02

🔄 Cambiando la Medición y Perspectiva para Transformar el Futuro

Este párrafo aborda cómo el cambio a largo plazo en las organizaciones depende de la alteración de la narrativa central y de la cultura, más allá de las estrategias y mediciones convencionales como el PIB. Se menciona el índice Coolness de Corea y la felicidad nacional bruta de Bután como ejemplos de nuevas métricas que pueden fomentar un futuro diferente. La importancia de los cambios sistémicos, como las intervenciones de diseño que alteran el comportamiento independientemente de la persona, se ilustra con ejemplos prácticos. Se argumenta que, para lograr un cambio significativo, es esencial reimaginar la cultura organizacional y la narrativa central, desafiando las perspectivas tradicionales y adoptando un enfoque más inclusivo de la realidad.

10:03

🏫 Transformación Educativa: Del Paradigma de Fábrica a un Futuro Co-creado

Este párrafo explora la necesidad de transformar el modelo educativo tradicional, comparado con una fábrica, hacia enfoques más inclusivos y colaborativos. Se discuten varias estrategias para repensar el espacio educativo, desde la co-creación de 'fábricas' eficientes hasta el abandono total del modelo de fábrica por espacios más abiertos e interactivos que fomenten el aprendizaje. Se destaca la resistencia al cambio por parte de las estructuras establecidas y la importancia de alterar la mentalidad de los directores para aceptar un papel menos autoritario, fomentando un ambiente de aprendizaje digital y colaborativo.

15:06

🚀 Narrativas y Metáforas: Claves para la Transformación Organizacional y Personal

El último párrafo se centra en la importancia de las metáforas y narrativas en la transformación organizacional y personal. Mediante ejemplos concretos, se ilustra cómo cambiar las metáforas fundamentales puede ayudar a las organizaciones y a los individuos a reimaginar su futuro, desde la concepción de uno mismo y de la organización hasta el replanteamiento de las interacciones con stakeholders externos. Se discuten varios casos donde cambiar la narrativa central ha permitido a organizaciones e individuos redefinir su identidad, objetivos y métodos para alcanzar un éxito transformador a largo plazo.

Keywords

💡CLA (Causal Layered Analysis)

CLA, o Análisis Causal en Capas, es una teoría y metodología diseñada para inducir cambios profundos y duraderos. En el video, se presenta como un enfoque multidimensional que ayuda a las organizaciones a examinar sus visiones y estrategias a través de cuatro capas diferentes: litigio, sistema, cultura y metáfora. Este enfoque busca transformar no solo la superficie visible de una organización (datos y estrategias) sino también sus bases subyacentes, incluyendo los valores culturales y las narrativas fundamentales.

💡Aprendizaje en doble bucle

El aprendizaje en doble bucle es un concepto mencionado en el video que se refiere a la capacidad de una organización para aprender sobre su propio proceso de aprendizaje. A diferencia del aprendizaje en bucle simple, que podría centrarse en solucionar problemas inmediatos, el aprendizaje en doble bucle cuestiona y modifica las suposiciones subyacentes y políticas. Esto permite a las organizaciones adaptarse y evolucionar de manera más efectiva frente a los desafíos complejos.

💡Metáfora de futuro

La metáfora de futuro se discute como un componente crucial en el video, subrayando la importancia de cómo las organizaciones se imaginan y narran su futuro. Las metáforas no solo dan forma a la manera en que pensamos sobre el futuro, sino que también influyen en las acciones que tomamos en el presente. El presentador anima a las audiencias a considerar y construir conscientemente sus propias metáforas de futuro para posibilitar futuros deseables.

💡Cambios sistémicos

Los cambios sistémicos se refieren a modificaciones en la estructura y procesos subyacentes de una organización o sistema, como se menciona en el video. Estos cambios están diseñados para alterar el comportamiento y los resultados a un nivel más profundo y sostenido, a menudo requiriendo un rediseño de las prácticas y políticas existentes para fomentar un cambio significativo y duradero.

💡Habilitadores sistémicos

En el contexto del video, los habilitadores sistémicos son factores o mecanismos que permiten y apoyan la implementación efectiva de una nueva visión o estrategia dentro de una organización. Esto puede incluir nuevas políticas, estructuras organizacionales, o tecnologías que facilitan el cambio deseado y ayudan a superar obstáculos existentes.

💡Transformación cultural

La transformación cultural, tal como se discute en el video, implica un cambio fundamental en los valores, creencias, y comportamientos que definen una organización o sociedad. Este nivel de cambio es profundo y afecta la forma en que las personas ven el mundo y se relacionan entre sí, siendo esencial para lograr cambios duraderos y significativos.

💡Narrativa

La narrativa se menciona varias veces en el video como un elemento esencial para entender y dirigir el cambio. En este contexto, se refiere a la historia que una organización se cuenta a sí misma y a otros sobre quién es, qué valora y hacia dónde se dirige. La narrativa es poderosa porque moldea la percepción y la motivación, y puede ser una herramienta clave para facilitar el cambio organizacional y personal.

💡Agencia

El concepto de agencia se aborda en el video en el contexto de recuperar el control y la capacidad de actuar en medio de cambios rápidos y desiguales. Se refiere a la capacidad de los individuos y las organizaciones para actuar intencionalmente y efectuar cambios, en contraposición a sentirse impotentes frente a las fuerzas externas.

💡Futuros convencionales

Los futuros convencionales se mencionan como aquellos escenarios futuros que seguimos persiguiendo a pesar de la evidencia de que no son efectivos o deseables. El video sugiere que desafiar y moverse más allá de estos futuros convencionales es necesario para crear visiones de futuro más transformadoras y beneficiosas.

💡Medición del cambio

La medición del cambio es un tema recurrente en el video, enfatizando la importancia de desarrollar nuevos métodos de evaluación para medir el progreso hacia la visión y estrategias nuevas de una organización. Este concepto subraya que las métricas tradicionales pueden no ser adecuadas para capturar el valor y los resultados de los cambios innovadores y transformadores.

Highlights

Introduction of CLA (Causal Layered Analysis) for deep, lasting change.

Importance of new measurement, systemic enablers, cultural transformation, and supportive metaphors in organizational change.

The significance of single and double-loop learning for enduring change.

The concept of narrative foresight and its role in shaping the future.

The idea that the future is an active aspect of the present, influencing today's decisions.

CLA's role in addressing the heterogeneous rates of global change.

The importance of multi-stakeholder approaches in transformative foresight.

Use of CLA to challenge and transform the 'used future' into a new, innovative vision.

The structured levels of CLA: litany, system, worldview, and metaphor.

Case studies illustrating the application of CLA in education and governmental policy.

Exploring different perspectives through CLA to achieve comprehensive change.

Transformation from old narratives to new, empowering stories for future success.

The impact of metaphorical transformation on organizational and personal levels.

The role of CLA in redefining measurement and success metrics for a different future.

Final emphasis on the importance of systemic enablers and supportive culture in sustaining change.

Transcripts

thank you my presentation is on cause

alert analysis or CLA you know when you

land in Australia you have to come up

with an acronym or they don't let you in

so - CLA it's a theory and methodology

200 I have deeper and longer lasting

change I work with organisations I ask

them you have this new vision but do you

have a new measurement of it you have a

new vision you have systemic enablers

has your culture transformed and you

have a new supportive metaphor so often

they have a vision and strategy but they

don't have these four layers so we'll

talk more about that now if you're

engaged in change you can often get

tired that's almost single loop it

becomes overwhelming you're inspired

today but how about Monday morning so

the Monday morning question to me is

crucial what's the one thing you might

do differently from this presentation or

earlier presentations what's the thing

that you enact you change your behavior

there's also double-loop learning

equally important so it's not what

you'll do differently but you have the

mechanism to learn about learning so

many organizations they want to predict

the future I said well you might get the

future wrong but if you can create a

learning framework you'll get it right

to do the learning framework you have to

have a narrative the narrative foresight

is almost the most important part what's

your metaphor of the future if you can

figure out your story you can use your

story to leverage to enable a possible

future so start to think about what is

my story about the future what might

that be now often when people think

about the future they think it's out

there robotic space travel but as

Professor Molitor says the future is not

an empty space is like the past it's an

active aspect of the present so as you

can guess thinking about the future is

in fact to change today so the future

then is an asset it's a resource that we

can wisely use it's a narrative to be

employed so

process causal analysis CLA is how do we

employ the narrative the reason why we

engage in this is one the world is

changing and the rate of change is

heterogeneous it's different in

different part of the world it's

different when you're 80 versus when

you're 18 and to to do this well you

have to do multiple stakeholders hold of

government hold of business partnership

but the reality is most of us don't like

some of these stakeholders and finally

given this rate of unequal change we

lose agency so we get inspiration but

Celia says let's go beyond inspiration

let's change multiple levels of reality

so it's how to bring back efficacy in

this now if we don't do this we go to

something called the EU's future it

doesn't work but we keep on doing it the

evidence says it's not working but we

keep on doing it and we get this type of

future you see there if you work with

international policing there use futures

they just keep on driving around even

though that's not the best way to have

safety so you have to challenge the

conventional future and create something

else that's transformative foresight

bring back agency to universities that

work with brac and Bangladesh use them

in Malaysia they came up with a new

vision but using CLA they said how do we

measure the vision you have to have new

metrics the metrics was how much of the

research funding goes to the bottom

billion and you have to then enable it

so professors have a structure where

they do research to help the bottom

billion so it's not just having the

vision but how do you enable it further

you can see there is the global student

connected to community digitally aware

involved in social justice that becomes

what moves them forward now if you're

doing this you have to see the world

differently so can anyone just yell out

what does that look like ok this is a

very smart group yes it's Mars its Mars

looking at Earth you can tell right so

it changes your perception we also want

to see both worlds you want to see the

ships and the bridges and you want to be

able to see multiple perspectives from

different views not just the same view

that takes skill

sets all the brain learning EQ IQ

spiritual intelligence you want to bring

that on board so the structure of CLA is

quite simple there's the data the

literally the empirical world the

systemic world what engineers designers

bring us the world view of philosophers

talk about and myths metaphors with

storytellers as Campbell and Thompson

say myths create us so in CLA we work at

all four levels and we accept all levels

of reality it's included if you want to

do short term change it's the litany if

you want longer term change the system

even deeper you change the culture

longest term is you change the core

narrative the core story the

organizational the personal or the

civilizational now if you're a data

person and you may be metaphors look

imagined right weird stuff so your own

perspective tells you what's really real

what's imagined this is suggesting all

levels are real so play in multiple

spaces so when I work with organizations

if you want a different future change

how you measure the world we used to

always be stuck on GDP Korea start to

talk about the coolants Index perhaps

ten years later you get Gangnam style

Booton wants gross national happiness

triple bottom-line mother's index if you

want a different future you have to

measure it level to systemic changes

person invariant doesn't matter who you

are buckle up if you're male they've

found putting those little spider things

in urinals leads to cleaner bathrooms

bad a more good a more doesn't matter

the structure changes behavior and

there's good scientific studies that

support that if you want a healthier

hospital green design work with hospital

engineers how do you design for safety

for sunlight for plants how do you bring

them in for people to recover quicker

how do you design for aging systemic

changes ultimately done well reframe

culture and culture is the world views

the ideologies all of us we the world

differently it's a whole of world view

effort feminist green left conservative

the Singapore government now you're

having a national conversation and

they're using CLA to unpack all the data

how do we use this and collect the data

and start to think about what's our new

narrative father has been father's

always right as been the old narrative

what's their new narrative it becomes a

way to unpack culture but the deepest

part in my perspective keeps on coming

back to culture eats strategy for

breakfast I was working with one

Queensland government group in charge of

developing policy frameworks for having

people work from home when we did the

CLA process the conclusion was their

core narrative is employees are lazy and

not to be trusted

so they would have come up with a report

but ensured it didn't wasn't implemented

right because their story contradicted

their official terms of reference given

we live in world of contradictions then

you pretend to have done a good job the

seal their process showed that culture

eats strategy for breakfast transform

the story to do that you have to

critically unpack

you have to unpack yourself challenge

look lady you're the one who has for a

famous movie star with dark hair strong

nose and deep set eyes now I showed this

to one brilliant geneticist he said an

Ayatollah we can't create that route

right now is that the only thing you got

from that now it's not just the human

issue it's the issue of language is

language transparent what I see you here

or we know language is opaque politics

culture data it's a better than language

so we have to challenge that now those

of you perhaps skeptical here look at

some recent studies on meta foreign to

end data two groups of people both given

the same data on criminal behavior in

their neighborhood group one the

metaphor they used is climb as a beast

their conclusion policy recommendation

was put money in catching and jailing

criminals group two same data of

criminal behavior in their neighborhood

but the metaphor they used was crime is

a virus what's their recommendation

educate and end poverty if you are

engaged in catalyzing change in

long-term social change be very clear on

the metaphors you use we know scientist

brilliant as they are present data they

don't tell the other story we have to do

both that's what CLA suggests now that's

the theory

what about case studies so let's look at

some if you want to change the

educational system why is it so

difficult one hypothesis is it's based

on the factory you see the factory

education comes in models itself off the

factory new technologies that are

space-time invariant to come in what do

we do we put the kids in rows why is

that surveillance control or what is

what's going on so we have to transform

the factory when I've done with clean

when I work with Queensland principals

the type of things they say one

create your own factory co-create with

students bring in the stakeholders to a

smart efficient private factory or three

go even more radical Silicon Valley

forget the factory we did that in one

building and one of the minister's

assistants came in and said what's going

on here there's no learning going on

here we had bean bag space-time and

variation so if you start to create that

you get resistance from the past he

remembered the way he learned in 1920s

perhaps the last one is okay let's make

it students enter use the shopping

center as a metaphor for knowledge in

that sense you choose now the learning

is there let me rethink the factory

challenge my assumption and come up with

alternatives that creates possibility

but my deeper learning was in fact the

real issue in bringing in digital

pedagogy's new technologies in

classrooms was the principles once we

push them were unable to give up on I'm

in charge I'm a smart older person this

is suggesting I'm no longer in charge so

what do we do so let's go step by step

in the CLA process level one there's a

knowledge revolution

let's join it right so laptop for each

child to do that well you have to make

sure there's systemic support principles

tell me I got that notebooks they broke

I didn't know what to do I put in the

closet okay bad strategy so you have to

make sure there's a service contract and

you have to make sure you design

classroom spaces for the new

technologies to do that you have to

change the pedagogy from industrial to

digital you have to change how you learn

how you teach how you interact who you

are that means a different story

it can't be technology as a silver

bullet and we find I am in charge is not

so useful when your students are smarter

than you

you have to filet you may have wisdoms

you have to find a way to include their

their knowledge in your experience that

means the new story maybe we are all

learners

now CLA is not just going up and down

it's going across perspectives so if we

look at this work we've done in Malaysia

current reality is traditional teaching

and learning is the best it's rigid

if the lecturers knows best the metaphor

is the regiment

well let's challenge that from a

different view so we challenge it from

the view of the student student learning

self assessment democratic but their

metaphor is tug of war we want this

world but the Ministry and lecturer says

this will caught between worlds you want

us to go here but he's still grading me

what happens to me so bringing them

together we come up with this third

preferred future holistic teaching and

learning ministry assessment plus some

self assessment and then we change the

story for the orchestra and you'd make

you may take turns being the director

but the main goal is you change the

story of the regiment to the orchestra

and you have harmony you have different

actors playing together so the stew the

reconstructed transformed CLA gives the

way out I've been working with

Queensland library and they're just

brilliant to librarians their challenges

budgets are going to go down it's very

clear people are borrowing fewer books

what do you do so they start to think

about who are we is it

we're keeper of the collection so where

do you go to you have to transform it

come innovator of the gardens what are

the gardens digital spaces 3d printing

spaces workshop spaces for the elderly

we go into a process where we think

through who are we so we let go of the

collection and enter a new space if you

do that in terms of now structurally

your measurement is books loaned to

visits and workshops the collection to

argumented reality the expert to

co-creation Co curation from the keeper

of the collection and it's painful you

let it go innovative the gardens so it's

for Lev

of transformation now if the core of

this of course is metaphorical

transformation you have to do all levels

but I find that metaphors in my work

seem to be more profound so this is one

ministry and they wanted to be global

risk taker innovative so brilliant so

tell me your core narrative our core

narrative we're in a castle the king is

the minister the Queen is the secretary

and the knights of the principles I said

well it sounds like a blast

it's yes lots of fun we have parties

it's all good I said this about this

problem what's the problem well outside

the castle is a moat and there's hungry

wolves everywhere I said who are they

parents teachers students the media so

what would you do how do you transform

them metaphor in abil in order to

achieve the future you want so what

might you do someone yell something out

yeah so there's knock the walls down the

type of things people say is knock the

walls down make it more transparent

invite the wolves in when I did this

with international policing they said no

no no find the head of the Wolfpack and

eliminate them look I said I said I said

ok I'm ok with that

but your strategy is to be a global

innovator that just says you're more

afraid of the risk than the risk is so

the issue is not the right or wrong

metaphor does my metaphor serve me in

the future I wish for if so if it

doesn't how do I transform the story so

a lot of the work is you come up with a

new story this is a natural Department

of Statistics when we did the inner work

they said they're brilliant

mathematicians we grew up as the last

kids picked the last children picked

when we did the visioning they imagined

their children saying mom dad you have a

cool job as a statistician now at the

narrative level that meant going from

scorekeeper neutral not in

the game - trusted expert in the game

advising government advising the Prime

Minister and more importantly part of

the national conversation on how we

should we measure the future so this

becomes a national issue as a scorer

keyboards great you're just counting as

a trusted expert you're creating a

different future and that was quite

profound for them it'll this is the

local counts from the Sunshine Coast

they said they're they love their work

but it's a merry-go-round right

different mayor every three years

nothing truly changes but they don't

want dramatic 24/7 change they want some

safety security their new story was more

choices going to the fairground from

merry-go-round to fairground now these

narratives are not just organizational

they can be civilizational when I work

with one electronic company they were

they came in the evening dressed as

Superman all the men so I said okay it's

not about copiers it's about serving and

saving the world

the females didn't know how to dress

because the civilizational narratives

was Snow White Cinderella waiting for

Prince Charming not creating your own

future so these civilizational stories

are practices that need to be

transformed and it can be applied to the

self one woman she said should she get

married I said I don't know she said I'm

caught between freedom autonomy the bird

flying versus security and safety the

bird in the cage conclusion on the ledge

some freedom and some safety that gives

her a way forward and the last version

here a CEO I'm very good at playing on

grass the world has changed his

conclusion how to play on multiple

courts use EQs q IQ multiple

intelligences

but even deeper get in touch with his

inner child and love the game change his

KPI is not just about growth it's about

being present ultimately that led to him

thinking about in the long term he'll

become a coach so that was the narrative

transformation

I hope you figure out your new story and

I hope you find ways to measure it and I

hope you ensure their systemic and a

blurs and a culture that supports your

transformation thank you very much thank

you