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Welcome to MuddyHudson's Documentation site. We like the idea of publicly accessible bodies of thought, so attempt to make most of our research and creative thinking available here. This knowledge base isn't comprehensive like Wikipedia, and it is always a work in progress. You may even find pages that represent mental bookmarks, outlines, and notes. While we use this space for a range of items from refined documentation to messy creativity, its primary purpose is to extend the resources and experience we provide to our community of partners and clients and track the growth of our journey in a flexible and useful format.

A Good Place To Begin

We specialize in Participatory Strategic Culture. In our view, a healthy organization should be intentional about its direction (the product of Strategy) and its identity (the product of Culture). This strategic culture should function like DNA in an organism -- translating direction and identity to every activity, process, and entity involved. Since activities, processes, and entities in organizations all involve humans, and humans are fundamentally social creatures, any effective strategic culture must also be participatory -- inviting the contribution of all participants from the market to the production floor to the corner office.

The most pervasive challenge to creating a Participatory Strategic Culture is the Storm of Complexity. This is what we call the compounding forces of fragmentation, mixing, and flattening that are overtaking all organizational systems as the unintentional consequence of the highly connected, yet compartmentalized world.

In order for Participatory Strategic Culture to develop even as people cope with the encroachment of complexity on their lives, and in order for all systems to be infused with direction and identity, a simple and universal commonality must be established between people and the systems they work with and inhabit. Our development of a solution focuses motion as the commonality of all systems, specifically motion in three geometries: Source, Spin, and Drive.

We've developed a number of frameworks that translate Source-Spin-Drive to various systems. The two central frameworks are The Whole Human and Whole Enterprise, show below.

The Whole Human

Whole Enterprise

The Whole Human describes motion through five human domains: Spiritual, Psychological, Physical, Symbolic, and Social.  Full engagement requires balanced energy moving completely through the high-level source domains, into lower-level domains, reaching the high-level target domains.

Whole Enterprise describes motion from high-level (focused intent) to low-level (broad impact) areas of enterprise. Strategy and Culture represent the focused and broad areas of Leadership in a Participatory Strategic Culture. Both are inward and outward focused. Finance and Governance form the inward and outward foci of Responsibility, Information and People of Attention, and Operations and Marketing of Production.

Applications

We're in the process of developing applications of Participatory Strategic Culture in various areas of enterprise at three levels of scale we call "project species". Applications can be viewed below according to topic or according to project species.

Applications by Topic

Topics are listed by alphabetical order. Each topic is a category page with a brief overview and a list of articles in that area.

• Web Development

Applications by Project Species

We describe projects in terms of three species. These species group levels of business services as well as contextualized information, processes, and methods according to the assumed needs and capacities common to each species:

Minimalist	Startup	Expansion
Minimalist projects are led by single individuals or small groups who are developing new offering or sprouting community. Key issues include articulating your core story and the meaning of the value you create. This must be translated into your project processes that make sense for your resources, strengths, direction, and identity.	Startup projects are led by individuals and organizations who are building a significant new portion of their business strategy.  Key issues include facilitating strategic and cultural conversations with your team that translate naturally to design and action plans. These conversations must expand to include your audience and community as your project grows.	Expansion projects are led by enterprises seeking to improve the strategic accuracy, participant adoption, support systems, and market impact of their existing strategies and culture. Key issues include gaining a fresh perspective as you listen to yourself and those around you as the beginning point of community expertise that can  mine additional value from existing investments or design your next venture.