Case Studies

In her 2012 TED talk, Susan Cain, author of QUIET: The Power of Introverts in a World That Can't Stop Talking, defined a cultural bias that she called “the new group think,” a belief that all creativity comes from a gregarious place. She talked about how more schools and workplaces reflect this bias and, perhaps without realizing it, have mandated extensive group work. But constant togetherness doesn’t work for everyone. And, while collaboration is important,...

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“Without GoWall, I would not have been able to accomplish what we did in one day”   Challenge Mark Morgan, a GoWall partner and professional facilitator, conducts strategy and leadership sessions for companies around the world. One of his clients, Proterra, is a leader in the design and manufacture of zero-emission electric buses. Recently, Proterra asked Mark to design and facilitate a session with their senior leadership team to establish the direction of Proterra’s growth strategy for the...

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A global, non-profit organization identified ineffective meetings as the cause of gaping productivity losses, and decided to make a change. Looking deeper, they found one practice that was directly impacting productivity—the use of handwritten “post-it notes” during meetings. Participants would place their notes on a whiteboard, and a meeting leader would group the notes by topic for everyone to view and discuss....

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The CEO of a European app development company wanted to hear his employees’ feedback and ideas about the direction of the company. He used surveys and polls, which only 60 to 70 percent of employees completed. It was a decent return, but he wasn’t hearing from everyone and the ideas weren’t free-flowing. Plus, the surveys required several email reminders, and the CEO had to give everyone at least a week to complete them....

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A European app development company met every two weeks for retrospective meetings after their Agile sprints. The product manager noticed that the same people did all the talking during the retrospectives, and that created unbalanced participation. It skewed the insights in favor of an outspoken few. This was a real problem, as the product manager needed to hear from everyone – introverts included – for Agile product development to succeed....

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A Fortune 100 company had a critical imperative: Hit an ambitious revenue target to assure growth in the new fiscal year. But challenges mounted, and by the middle of the first quarter, the company had only realized 10 percent of the goal. Key stakeholders were given a nearly impossible directive: Meet for two days, discuss the highly complex issues involved, and deliver a plan to meet the revenue goals. Thirty-one team members from Marketing, Sales,...

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