Welcome to my blog and pages. By day I work in IT Strategy and Enterprise Architecture, trying to find ways to explain complex situations to my colleagues so that they can make the correct decisions; or trying to make sense of the complexity of the IT and Business world.

Away from that I continue to develop my Systems Thinking practice after studying at postgraduate level with the Open University, and occasionally I get to pilot the two seat RANS Coyote you see at the top of this page

I hope that my various postings, on things that I see or find useful, may be of help to someone out there. In the past few years I have experienced a wide ranges of situations that have made me stop and think; look for ways to do what I am trying to do from planning to evaluating solutions; or have generally provided me with a learning experience.

I suspect, and find when I talk to people, that I’m not alone in what I see and think about. It’s from all of these experiences that I’m trying to record what I’ve found so that anyone reading this may at least feel that they too are not alone.

WIBNI, by the way, is something that I use when I’m trying to find out what people really want. I divide up a white board up into three columns: “Need”, “Want” & “WIBNI”, in an aim to try and get folks to think about the level  of what they are asking for. WIBNI sounds so daft that it tends to make people take notice rather than just try to put everything into the Need category. Only years later did I find that Edward De Bono had something similar when he suggested we approach something in terms of looking at “Plus”; “Minus” and “Interesting” . Oh well, great minds or fools not differing, eh?

This WIBNI blog isn’t the only outlet for my ramblings, by the way, I can also be found around the internet at:

Twitter: @russp1101

Tumblr: wibni.tumblr.com

Pinterest: pinterest.com/wibni

My CV: My CV Online


2 responses to “About WIBNI

  1. your three categories sound a bit like Outcome Mapping categories too (Do you know Outcome Mapping? It’s a way of planning for and monitoring change from the world of International Development). The categories are the behavioural changes you would ‘expect to see’, ‘like to see’ and ‘love to see’ in your target people. The difference in this case is the amount of control you have over their behaviour – the expect to see would be like the direct result of your training or whatever your intervention is. The other two are what you hope will happen as a result.

    • Whilst doing OU Module TU811, I was in contact with an Enterprise Architect at Microsoft, Nick Malik, and suggested he look at VSM for something he was looking to do. Nick wrote back and thanked me for pointing him at something new & useful to him.

      It’s my turn to do the same here. I have a model that I use to describe the role of strategy in the end-to-end process of delivering IT. In the model, strategy development is very much about feasibilities of future activities.

      Having just looked up some background about Outcome Mapping as you have recommended, it’s my turn to say “Thank You” as it looks very much like something that will help with the visioning part of my role, but will also segue nicely into the more formal project stages.

      I also have to say that in the OU Module B822 on Creativity & Innovation, there was mention of WIBNI, but also WIBAI – Wouldn’t It Be Awful If, so for a long time I’ve been missing a category. I’d suggest that your “expect/like/love to see” provides a much better framework for thinking about futures. Thank You again.

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