Stuart completed the Cognitive Edge training in USA - New York September 2003. Stuart has experience in ...And the Butterfly Stamped; Model Creation by Social Construction; The future backwards; Nodal networks and new forms of organisation; JIT KM; Managing complexity by experiment; Archetype Creation; Story Construction; Three Facilitator rule; Anecdote Circles; Population sampling; Naive interviews; Participative observation; Story virus; Getting ready for SMI database; and Information / DP mapping. Industry Specialisation
Industries/Sectors where I have applied CE methods; Public/Government/NGOS;
Enterprise Development;
Chemicals;
Design & Creative Industries;
Urban Regeneration;
Sport;
Telecoms;
Broadcast Media; Banking;
Construction/Utilities; Professional Background
Stuart originally trained as an environmental scientist and then in environmental law. He began his career consulting government and large private organizations on environmental issues in particular monitoring and informatics. From here he moved into the Telecoms sector and worked within one of the original 'internet-centric' strategy teams set up at the advent of the Dot.com boom. During this time he delivered large change and knowledge management programmes. For the past 4 years, Stuart has led and developed a niche strategic consulting practice which is underpinned by its research in complex systems. The team focusses on positive interventions into intractable problems and has clients from several sectors. Projects Undertaken
National Sport Governing Body (2005)
Issue: Understanding knowledge transfer and development within elite player coaches
What we did: A series of workshops applying theoretical aspects of complex systems to sports coaching. In particular using the Cynefin framework
Results: A wider understanding of emerging ideas ACAS (UK Government) (2004-ongoing)
Issue: To aid in development of Knowledge Sharing Strategy
What we did: Narrative Inquiry, SNA/SNS, Strategy development
Results: Formation of new 'knowledge directorate', internal training of staff, embedding of approaches in SOP Tyneside Enterprise Development Company (2006)
Issue: To examine and address the cultural barriers that prevent individuals from deprived areas from engaging in enterprise
What we did: Narrative Inquiry, Archetype Extraction SNA/SNS, Socio Economic Modelling, Ethnographic research, Sensemaker Database
Results: Changes in delivery agencies attitudes, insights into cultural themes, high profile linkages to national programmes The Design Council (2007)
Issue: Delivery of National Programme Evaluation that required undertsanding of complex social attitudes
What we did: Narrative Inquiry, Archetype Extraction, Socio Economic Modelling, Quant Social Survey
Results: Still ongoing but DC now have new insights into their audience for national engagement programmes Various UK Local Government (2003-2007)
Issue: Several local authorities in the UK were embarking on radical urban regeneration programmes which require intensive public engagement programmes.
What we did: narrative techniques used to engage public in making decisions for their areas
Results: Several areas have succeeded in securing government funding for their plans, capacity has been developed within public Major Utilities Company UK (2006)
Issue: Faced with ageing workforce issues, this company wanted to experiment with novel ways of exploring front line employee knowledge
What we did: Anecdote circles on sites with front line operatives. Collecting stories from coalface
Results: 'the most significant employee engagement we have ever done' - CEO Major Supermarket Chain UK (2005)
Issue: CEO of this chain wished to initiate a customer service improvement programme
What we did: Anecdote circles with staff and customers examining good and bad experiences
Results: Major review of staff training, reconnection of senior management with front line Global Telecoms Co (2007)
Issue: This recently created division of a Global Telco needed to understand how and why its employees were not engaged with its objectives
What we did: Anecdote circle workshops with staff
Results: Major changes in management approach. Staff felt that they had been listened to for once. BBC (2007)
Issue: Management of Health & Safety Culture in a complex, multi-organisation environment
What we did: Narrative Inquiry, Sensemaker, Weak Signal detection
Results: This project has just started. So no results available yet Global Petrochemical Company (2007)
Issue: M&A activity has led to splintered teams, cultural issues
What we did: Future Backwards, anecdote circles as a team activity
Results: Ongoing | 
