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Set your caterpillar free!

By transforming from a caterpillar into a butterfly, Pasco stands for freeing your potential. He embodies our philosophy: he’s a constant reminder that we’re always learning, growing and changing, and that we all need creativity – a vital force for finding the balance we need to enact change. He also symbolises the three key ingredients to a successful change conversation: Humour, Stories and Culture. Here’s how Pasco brings them to the room: Humour Pasco knows the power of Humour to shift our perspective. It lets us see otherwise overwhelming situations in a less threatening and more realistic light.

Laughter is also contagious: it connects people together and increases happiness, triggering healthy physical changes in the body. These include strengthening the immune system, boosting energy, diminishing pain, and protecting us from the damaging effects of stress.

That’s why Pasco is always here to bring a laugh and a smile, whenever we have a conversation – or present you with articles like this. Stories Pasco also knows the power of Stories to change our attitudes, beliefs and behaviours. They help us take in new information, and remind us of our shared humanity.

Stories also trigger our brain’s imagination muscle, which is why great change leaders have always communicated in metaphors and parables – rich in memorable imagery that can help us ‘see’ the change in our mind’s eye. That’s why Pasco is here to help us tell ​your​ story – as part of the conversation we facilitate on the day. Culture Lastly, Pasco knows the power of Culture, and how important symbols are in cultivating it. Because he himself is a potent symbol of change – one of the most vibrant transformations known to nature: the transition from caterpillar to butterfly.

Pasco symbolises what all organisations have in common. He rises above the limits of nation, language, age race and gender. Anyone, anywhere, can identify with his change.

And that’s why we Pasco and other cartoons are all part of our innovative process called Cultural Storyboarding™. It’s designed to draw your thoughts together while we explore your culture and prepare you for the changes to come.

Are you ready for change?

Every member of every organisation is a caterpillar at heart, with all the potential in the world. If it’s your turn to change, talk to The Change Executive – and set your caterpillar free.

5 Gemba Principles

A tool for staying connected to your context Decisions regarding changes you make in your organisation must be made in the context of where the

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Comprehend - the then and now

We riff, play with, and imagine what’s possible for the organisation. We seek to understand its intent, purpose, ambition and future aspirations – and reasons for wanting or needing to change.

We then ground this future into its current context, the reality of the ‘gestalt” – what is the lived experience of the organisation? 

What is its current reality/context? What is the whole that is ‘presenced’? We ask questions, observe, do small projects, research, learn boundaries and listen to stories. We see the organisation, the work it does and the essence of its culture at play.

Connect - the now and then

We represent a comprehensive menu of opportunities for progression towards whatever it is the organisation is seeking to achieve – without judgement, nor favour.

The pathways to improvement are many and varied, not linear. Many can be taken at once, and within the limits of resources available at the time.

We seek to leave the organisation ‘response-able’. With the knowledge, methods and capabilities needed to continue to evolve and change its path creatively and courageously as needed and in step with its ever-changing context.

Create - the then and now

We riff, play with, and imagine what’s possible for the organisation. We seek to understand its intent, purpose, ambition and future aspirations – and reasons for wanting or needing to change.

We then ground this future into its current context, the reality of the ‘gestalt” – what is the lived experience of the organisation? 

What is its current reality/context? What is the whole that is ‘presenced’? We ask questions, observe, do small projects, research, learn boundaries and listen to stories. We see the organisation, the work it does and the essence of its culture at play.

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