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Hey everyone and welcome back to the deep dive.

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Yeah.

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You know today we're gonna be tackling something

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that might seem a little dry.

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Oh.

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Yeah, organizations.

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Okay.

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But trust me, this deep dive into organizational frames

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is gonna give you some serious aha moments.

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Think of it like getting a backstage pass

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to understanding how A&I organization really works.

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I'm really excited about this one.

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Me too.

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I think this article from hackscience.education

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is really insightful because it moves beyond just the,

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you know, the surface level of org charts

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and processes and all of that.

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The stuff we think we already know.

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Yeah, and it gives us these four powerful frames

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to view organizations through almost like X-ray vision.

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Oh, I love that X-ray vision.

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Yeah.

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You know, and I think we all want that sometimes.

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Yeah.

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Especially when it comes to understanding

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the inner workings of, well, pretty much every group

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we're a part of from, you know, our workplaces

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to volunteer organizations.

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Yeah, absolutely.

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So let's start with the most familiar frame,

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the structural frame.

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Okay.

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This is all about the skeleton of the organization.

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The hierarchy, the rules, the processes

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that keep things running smoothly.

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It's the nuts and bolts.

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Exactly.

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Right.

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So if you picture a company as building this frame

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is like the blueprints, the beams, the foundation, you know.

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Makes sense.

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Yeah, but can a strong structure sometimes be a liability?

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Mm.

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Like what happens when an organization needs

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to adapt really quickly?

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Oh, that's such a great question.

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And that's where things get really interesting.

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You know, think about companies like Blockbuster.

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Oh, yeah.

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They had a super efficient system for renting videos,

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but that very system became their downfall

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when streaming services came along.

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Right.

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It's like they were too good at the old way of doing things.

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Exactly.

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And they couldn't see what was coming next.

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Yeah.

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And Clayton Christensen actually explored this so brilliantly

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in his book, The Innovator's Dilemma.

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Oh, I've heard of that one.

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Yeah, and he argued that successful companies often

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fail not because they're poorly managed,

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but because they're so good at their existing model

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that they just totally missed the boat

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on disruptive innovations.

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Wow.

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So being too good at what you've always done

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can actually backfire.

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It really can.

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There's a lesson in there somewhere.

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Definitely.

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OK.

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So structure is important, but it can't be too rigid.

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Right.

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It needs to be able to flex and change with the times.

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It has to.

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Which brings us to our next frame, the human resource frame.

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OK.

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This one's all about the people, right?

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Exactly.

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It's about recognizing that organizations

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are made up of individuals, each with their own skills,

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needs, and aspirations.

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And strong leaders, they understand

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that people are an organization's most valuable asset.

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So it's not just about fitting people into predefined roles.

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No.

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It's about understanding their strengths

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and creating an environment where they can actually thrive.

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Precisely.

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Have you ever been in a job where you felt like your skills weren't

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being fully utilized or appreciated?

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Tell me about it.

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It's the worst.

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Yeah.

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So how can leaders use this human resource frame

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to create a more positive and productive work environment?

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That's a good question.

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I think it's about creating a win-win, you know?

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When employees feel valued and their talents

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are being used effectively, they're

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much more likely to be engaged and motivated.

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Right.

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And that, in turn, benefits the entire organization.

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OK.

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I'm starting to see how these frames can help us not only

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understand organizations, but also improve them.

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Now I think it's time to get a little bit more strategic.

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OK.

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Maybe even a little bit, dare I say, political.

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Yes.

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The political frame.

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This is the one that might make some people a little uncomfortable.

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Right.

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But the reality is that power dynamics

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exist in every organization.

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Yeah, for sure.

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And this frame is about understanding who holds the influence,

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how decisions are made, and where

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the real levers of power lie.

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So it's not necessarily about backstabbing or manipulation.

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It's more about understanding the subtle ways that power

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plays out in decision-making and relationships.

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Exactly.

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And this frame is especially relevant in today's world,

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where technology plays such a huge role.

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Oh, absolutely.

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Just think about how expertise in data analytics or cybersecurity

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can give individuals a significant amount of influence,

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even if they don't hold a formal leadership position.

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That's so true.

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The person who understands the tech

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often holds the keys to the kingdom, so to speak.

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Yeah.

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Have you seen that play out in your own work?

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Oh, absolutely.

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And it's a fascinating example of how these frames,

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they all intersect.

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The political frame isn't separate

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from the structural or human resource frames.

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They all influence each other in these complex ways.

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OK.

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So we've talked about structure, people, and power.

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Yes.

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But there's another crucial element

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that shapes how we experience organizations, their culture.

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Oh, yeah.

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And that's where the symbolic frame comes in.

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You got it.

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This frame is all about meaning-making.

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It's about the shared values, beliefs, stories,

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and even rituals that create a sense of identity

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and belonging within an organization.

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It's like the organization's personality.

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Yes.

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The vibe you get when you walk through the door

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or the way people interact with each other.

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Think about it this way.

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You walk into two different companies,

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both in the same industry.

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OK.

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One has a very formal hierarchical culture

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with lots of rules and procedures.

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The other is more laid back and collaborative

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with an emphasis on creativity and innovation.

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Oh, I can totally see how that would impact

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how people feel about working there, even

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if the job descriptions are similar.

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Exactly.

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The symbolic frame helps us understand

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why some organizations feel inspiring and energizing

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while others feel stifling and soul-crushing.

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Totally.

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It's about finding a place where your values align

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with the organization's values.

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OK.

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So far, we've got four pretty distinct frames.

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We do.

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But I'm guessing they don't operate in isolation right?

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No, they don't.

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How do these frames interact with each other?

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Well, that's the key insight here.

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OK.

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These frames aren't separate boxes.

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They overlap and influence each other constantly.

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It's like a kaleidoscope, where a slight shift in one frame

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can create a ripple effect throughout the entire system.

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Ooh, that's a great visual.

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So if we want to truly understand an organization,

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we need to be able to see it through all four of these lenses

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simultaneously.

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Precisely.

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And that's where the real power of this framework lies.

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It gives us a much richer and more nuanced understanding

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of how organizations actually work.

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So are you saying these frames can actually help us not just

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understand organizations, but also lead change within them?

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Absolutely.

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And that's what we'll be diving into next.

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OK, listeners, buckle up.

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Things are about to get really interesting

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as we explore how these frames can

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be used to navigate the sometimes choppy waters

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of organizational change.

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OK, so we've laid out these four frames.

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We have.

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Structural, human resource, political, and symbolic.

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But how do they actually help us navigate the often messy

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reality of leading change within an organization?

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That's the million dollar question.

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Yeah.

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I think we've all experienced how resistant to change

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people can be.

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It's like trying to steer a giant ship with a rusty rudder

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sometimes.

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Yeah, it's definitely not easy.

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And the article points out that one of the biggest reasons

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people resist change is because it disrupts

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their sense of security, their routines,

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even their identity within the organization.

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Makes sense.

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It's like a mini existential crisis for some people.

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OK, that makes a lot of sense.

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So how do these four frames help us overcome that resistance

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and actually get people on board with change?

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Well, by viewing the situation through each of these lenses,

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leaders can start to see the potential roadblocks

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and figure out how to address them strategically.

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So it's kind of like a diagnostic tool.

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Yeah.

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You're saying you can use these frames

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to pinpoint the specific areas where resistance might

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be coming from.

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Exactly.

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Let's say you're trying to implement a new technology

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system.

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OK.

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If you only focus on the technical aspects,

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like training and implementation and timelines,

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you might miss some really crucial human elements.

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Like what?

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Give me an example.

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Well, using the political frame, you

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might realize that certain individuals or departments

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stand to lose power or influence with this new system.

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So naturally, they're going to resist it.

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Right.

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They're going to try to protect their own turf.

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Exactly.

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Or looking through the symbolic frame,

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you might discover that the new system clashes

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with the organization's existing culture and values.

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Oh, that's interesting.

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So you're saying if the organization has always

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prized collaboration and teamwork,

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and the new system is all about individual performance

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metrics.

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Exactly.

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That could create some serious friction.

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Yeah.

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You're going to have a lot of pushback.

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So by understanding those underlying dynamics,

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you can tailor your approach to address

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those specific concerns.

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Exactly.

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So you might need to involve those

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who feel threatened by the change in the decision-making

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process.

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Right.

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Or you might need to reframe the change in a way

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that aligns with the organization's deeper values.

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Exactly.

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And the human resource frame would remind you

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to address the very real anxieties people

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might have about learning a new system.

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Oh, yeah.

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Maybe they fear they won't be able to adapt,

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or that their skills will become obsolete.

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So it's not just about giving orders from the top down.

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It's about understanding the complex web of human emotions,

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power dynamics, and cultural beliefs that

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are at play in any organization.

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You're getting it.

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Leading change successfully isn't just

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about having a brilliant strategy.

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It's about understanding the people and the systems involved.

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OK, so I'm starting to see how these frames can be incredibly

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useful for leaders.

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But what about the rest of us?

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Yeah.

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What if I'm not a CEO or in a management position?

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How can I use these frames in my day-to-day work life?

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That's a great question.

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And I think the beauty of these frames

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is that they're applicable at any level of an organization.

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Really?

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Yeah.

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Even if you're not calling the shots,

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understanding these dynamics can empower you

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to navigate your own career, make

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more informed decisions, and maybe even influence

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positive change within your team or department.

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It's like having a secret decoder ring for organizations.

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Yeah.

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You can start to see the patterns, the underlying motivations,

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the unspoken rules that govern how things work.

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Exactly.

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And with that knowledge comes a sense of agency.

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Right.

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You're not just passively swept along

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by organizational currents.

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You have the tools to understand them and potentially even

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influence them.

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That's so empowering.

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But let's be realistic.

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The article just lays out the framework.

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Yeah.

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It doesn't really give us a step-by-step guide

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on how to apply these frames in our own lives, does it?

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That's true.

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It's more about raising awareness and providing

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a new lens for observation.

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OK.

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But I think the first step is simply paying attention.

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Start noticing how these frames play out

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in your own organization.

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So basically become an organizational anthropologist.

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Well, maybe not quite that extreme.

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OK.

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But start observing the dynamics around you.

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Notice the formal and informal hierarchies,

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the relationships and alliances, the symbols and rituals

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that shape the culture.

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Right.

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And don't be afraid to ask questions.

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OK.

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The more you understand, the better equipped

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you'll be to navigate the complexities

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of organizational life.

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I love that.

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It's about becoming a more conscious and informed

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participant in the systems that shape our lives.

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Right.

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Exactly.

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And the more we understand these dynamics,

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the better we can work together to create more humane,

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effective, and even inspiring organizations.

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All right.

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So we've covered a lot of ground here.

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But before we wrap things up, I want

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to make sure our listeners walk away

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with some actionable takeaways.

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What's the one thing you hope they'll

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remember from this deep dive?

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That's a great question.

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I think the key takeaway is that organizations

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aren't just these abstract entities.

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Right.

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They're made up of people with all their complexities,

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motivations, and desires.

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And by understanding those human dynamics,

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we can unlock a whole new level of understanding

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and effectiveness.

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Beautifully said.

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So listeners, we've given you the framework.

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Now it's your turn to go out there and start using it.

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Think about an organization you're

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part of your workplace, a volunteer group, even

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your own family, and analyze it through these four lenses.

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What insights emerge?

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What new perspectives do you gain?

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Here's a challenge for you.

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How do these frames interact and influence each other

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in your chosen organization?

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Are there any points of tension or conflict between them?

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And how can understanding those dynamics

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help you navigate challenges, make you better decisions,

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or even advocate for positive change?

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Ooh, those are good ones.

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And I think that's a perfect place to maybe

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with a little food for thought.

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But hey, this is the deep dive.

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We're all about expanding our knowledge and understanding.

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And you know what I love about these four frames?

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Is that they're not just applicable to big companies

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or formal institutions.

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You can use them to understand the dynamics of any group.

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Yeah, any group at all.

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A sports team, a community organization,

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even your own family.

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That's right.

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It's pretty amazing when you think about it.

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00:13:02,720 --> 00:13:05,360
Yeah, these frames are really about understanding human

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behavior and how we interact in groups.

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And those insights are just so valuable in any context.

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So true.

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So listeners, as you go about your day today,

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start paying attention to the organizational dynamics

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around you.

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What are the structures, the power plays,

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00:13:20,640 --> 00:13:23,920
the shared values that are shaping the groups you're part of?

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00:13:23,920 --> 00:13:27,280
How can you use that knowledge to be a more effective leader,

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00:13:27,280 --> 00:13:30,400
a more engaged team member, or simply a more informed

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00:13:30,400 --> 00:13:32,240
and empowered individual?

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We'd love to hear your insights and experiences,

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connect with us on social media, leave a comment

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00:13:36,240 --> 00:13:38,560
on our website, or send us a carrier pigeon.

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We're old school, cool, like that.

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And remember, the more you explore these concepts,

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the more connections you'll start to see.

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The article has given us a foundation.

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But the real learning happens when

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you start applying these ideas in your own unique context.

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So keep that curiosity burning bright.

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Keep asking those insightful questions.

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And keep diving deep with us here on the Deep Dive.

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Until next time, happy exploring.