A corporate newsroom that knows what you are working on will help you accelerate change.
Knowing where you are going and what you want to see more of is the first step. Then let your generative, corporate newsroom know and see what happens next. A generative, corporate journalist will move from the assumption that everything you need to bring about the change you are looking for already exists within your community. Their next step will be to go and find it.
Investigative journalism takes on new meaning in a generative, corporate news environment. Your newsroom will start digging around to find the people, processes, strengths that already exist, and events already occurring that support your objectives.
By doing this you gather up everything that is in alignment with where you want to go, and essentially convene a movement. A movement that was always there, but was latent until you gave it a voice by focussing time, resources and your corporate media attention on it.
Early wins will emerge very quickly. You will find your allies and champions fast. The grassroots in your organization will share, through stories, their know-how and capabilities. As the stories continue to run, people working with you will have a greater sense of connection to others in the organization, start transplanting the knowledge they pick up from other peoples’ stories, and provide you with recon you might otherwise have never received. It is one way to turn an organization’s priorities over to the people who are best able to deliver on them.
This way you move immediately from strengths, rather than from deficits and trying to fill in what’s not there. You move from the belief in what already exists and that you would like to see more of, instead of moving from ‘what’s missing.’
When you draw attention to activities you would like to see more of you are amplifying a tangible case study to prove that what you want to see already works. A case study in what works is a great way to show others how to get involved, inspire them with the belief that, ‘it can be’ and quiet naysayers.
If your newsroom hasn’t asked you lately what your objectives are, and they should have, get your money’s worth out of them by sharing with them what you are working on. When direction from the top is fused with grassroots know-how and engagement, change will happen much faster. Your generative, corporate story-telling process is one of the fastest ways to make that fusion happen.
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