Rose AttridgeMaking the unseen visible

A useful first conversation

What is the problem your organisation cannot hold in one view?

You do not need a polished brief. Give me the situation as it actually is: the decision or change at stake, what different people appear to believe, and why the picture has become difficult to piece together.

Enough context for me to understand where the problem sits.

Describe the visible problem, recurring friction or transformation concern.

The decision, deadline, risk, cost, customer impact or organisational consequence.

Which functions, leadership groups, frontline teams or specialists hold different parts of the truth?

Reports, workshops, workstreams, reviews or interventions—and why they have not resolved it.

Include any important date or urgency.