You’ll sort fourteen cards. Each one names something that gets in the way when an organization needs to act: short-term pressure crowding out the bigger stakes, say, or every team guarding its own patch. For each card, decide how much it applies where you work. Then put it in one of three groups. Critical now, present but manageable, or not really a factor.
CCL asked 1,080 employees in 36 countries about the organizations they work for. Most were handling several disruptions at once: staff shortages, cyberattacks, climate impacts, political instability. What differed was whether people could point to something their organization had actually done about any of it. Where they could, they were more hopeful about what it might manage next. They were also more engaged, and more likely to stay. What an organization said it valued counted for less than what its people had watched it do.
1,080
employees studied
36
countries
15 min
to complete
14
cards to sort
Employees who could see their organization act were more hopeful about what it might do next. That shared belief is what collective hope means.
Each card names one thing that can stop an organization acting. You decide which ones apply where you work, and how strongly.
Sort the deck, put your top five in order, and leave with the strategies that address them.
When an organization stalls, something specific is usually in the way. Sorting the cards gives it a name. You finish with a short report you can take into a conversation with your team.