I have tried to explain the experience of working on consulting projects with people from Tuttle and what was created through the work here before, but with our continuing discussions and the launch of the Tuttle Consulting posterous site, too, I thought I’d delve a bit deeper. (This may well be cross-posted this over there, too.)
Over the past few weeks, we have tried to capture what it is we do – to cut out the consultancy crap, as <a href="Lloyd so correctly put it yesterday; because I for one have found it hard to actually describe. I needed to distil it down into workable, understandable concepts.
The words we came up with to describe our approach were "organisation yoga and operational ninja". This is what they mean to me!
The "organisation yoga" is the use of conversation to explore an organisation, its issues and their solutions: through conversation, to help people in the organisation come up with creative, collaborative and innovative ideas that they can take control of and run with – giving people the licence to think and create. That's why it's "yoga": it is a thoughtful, explorative process.
But it isn't just navel gazing: things have to happen. And that’s where the “operational ninja” come in. There are lots of tools out there – whole realms of new media bits and pieces waiting to be stitched together – to help weave the projects together, to generate a coherent, creative outcome.
For me it is all about change and learning: that’s where I’m coming from. Others have their own perspectives, of course: one of the truly valuable things of Tuttle Consulting is that there are people with all sorts of experience and understanding, coming with different outlooks, that we can draw on.
This means we have a very rich, deep offering.
This is of course a work-in-progress; I’m sure I’ll be posting more about this over the next few weeks!