1. WE MAKE THINGS VISIBLE
We want to connect. To ourselves, to the people around us, and to the
society we live in. When we connect, we connect from honesty. Radical
Honesty enables us to express what is going on within us. It is a courageous
act that brings clarity to what we think, what we do, and what we live for.
By expressing what is in us, we create the freedom to be who we are.
This is how we change the world.
We want to understand. How things work, how people interact. When we
understand we can create. In visualizing we observe and structure situations,
relations, and concepts. Within this process, we support the communication
ofthedifferentrealitiesofindividuals.Fromajointunderstanding,wecocreate.
We bring out trust and growth. This is how we bring sustainability to reality.
This is how we build our world.
2. M O D E L M I N D S T a b l e o f c o n t e n t s 2
Our story
Radical Honesty
Radically honest leadership in business
Visual Thinking
Whiteboard Book
Facilitation values
Visible Changemaking experience
MODELMINDS cases
Clients
Let’s meet
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3. M O D E L M I N D S 3O u r s t o r y
Hi, we are MODELMINDS.
4. M O D E L M I N D S O u r s t o r y 4
MODELMINDS [ |mɑ:dlmaɪnds ]
MODELMINDS is a business communication consultancy. We
use visual thinking to empower individuals and teams to thrive
within their business environment. Our processes focus on
integrating feelings and intuitions at the workplace. Thus, we
reinforce radically honest leadership in business cultures.
5. Manuel Sturm
visual thinker/facilitator
M O D E L M I N D S O u r s t o r y 5
“I love to create with my hands and to understand things with my
mind. It makes me feel empowered, engaged, and I want others
to feel that too. With MODELMINDS I create spaces for people to
experience this strength and to take charge of their work and
lives. While doing so, I discover the world of facilitation and learn
a tremendous amount about others and myself. That makes
working at and shaping MODELMINDS so challenging, so inter-
esting. I make it my daily practice to do business from the heart.”
6. M O D E L M I N D S O u r s t o r y 6
Oscar Westra van Holthe
radical honesty facilitator
“With MODELMINDS I created a company where I work from
truth and where I am pushed to be honest and open. What fasci-
nates me in my work is the experience of a deep emotional
connection. Especially when people rediscover and acknowledge
their true selves. It is the wisdom and vulnerability of the minority
voice that moves me to show myself as well. In my work I facili-
tate the space for people to share themselves and to bring their
deepest truths. This is how I make my dreams of honest, open,
and caring business cultures come true.”
7. MODELMINDS brings the Visible Changemaking Process
Individual coaching
: connecting to your inner compass
Team facilitation
: holding different perspectives and
building together
Company trajectory
: rediscovering company purpose and
the potential of the individual
1. The challenge 2. We meet 3. We propose
4. We decide together 5. We facilitate 6. We reflect
You encounter change within or around
your organization. You (and your team)
are in need of creative solutions.
In our work we start from the people
involved. What boundaries do we set
in terms of focus, scale, and time?
In our processes we offer Visual Tools
as a language to express feelings, needs
and experiences. We use the Radical
Honesty Model as an inner compass.
One month after finishing the process we
reflect together. How did the organization
and/or the individuals continue?
Together we discover your company’s
question. What kind of process could
support the organization’s and your
team’s growth?
10. M O D E L M I N D S O u r s t o r y 1 0
Radical Honesty
Inspired by
Non Violent
Communication,
Deep Democracy,
and Body Therapy
Supported by
Graphic Recording,
Systemic Thinking,
and the Whiteboard Book
Based on
Design Thinking,
Art of Hosting,
and Theory U
Visual Thinking Facilitation The Visible Changemaking Process
11. We facilitate radically honest
business cultures.
In times of transition, unknown factors can change our work environment. How do
we take initiative when uncertainty surrounds us and leadership is expected?
The Radical Honesty model is a tool that supports us to connect to ourselves and to
others in our communication. It shows the direction of integrity and (personal)
leadership. The model contains three triangles that represent ‘what we want’,
‘what we say’ and ‘what we do’. When these triangles connect they create the
fourth triangle of ‘what we feel’. Based on our reflection of how we feel, we can
adjust our actions and reconnect to our integrity.
MODELMINDS
:Radical Honesty triangle
M O D E L M I N D S R a d i c a l H o n e s t y 1 1
W a n t
D o S a y
DoIsaywhatIwant?
How do I feel?
DoIdowhatIsay?
Do I want what I do?
13. What do I want to stop?
What do I want to continue?
What do I want to start?
what do I want?
what do I say?
what do I do?
:Action plan based on Radical Honesty
Radical Honesty brings radically
honest leadership in business.
Radically honest leadership is about co-creative environments. In order
to bring imagination and innovation we need to apply a framework that allows
individuals to contribute from their own strengths. With Radical Honesty a
balance between organizational and individual goals is initiated. In this balance
the organization grows by supporting individuals to be proactive.
Through Radically honest leadership team cultures open up, bringing out
qualities such as trust, insights, commitment, and creativity. Internal
communication becomes more clear and supportive. Synergy arises within
group performance.
M O D E L M I N D S R a d i c a l H o n e s t y 1 3
15. "The power of Visual Thinking:
how systems and patterns
become visible.'
MODELMINDS uses systemic thinking combined with visual tools to make feelings,
needs, and (inter)personal undercurrents visible on the work floor. Visualizing
what is really present allows for connection, understanding and trust to grow
within a team. From this level of understanding colleagues can decide how they
want to continue together.
Systemic thinking focuses on the overall picture of a work environment as well as
on the elements within it that trigger certain patterns and actions. It allows us to
explore the root cause of a symptom, instead of only focusing on the symptom.
Visuals tools add an intuitive kind of depth to our communication. Visuals give
context to what we say. Their composition reflects how we see the world. Thus, we
intuitively communicate various complex layers of interaction and organization.
M O D E L M I N D S V i s u a l T h i n k i n g 1 5
17. In order to make things visible,
we bring a special tool
:The MM Whiteboard Book
The Whiteboard Book changes our thinking patterns. Its visual language inspires
our intuitive brain and trains us to observe situations from a systemic perspective.
Through sketching our ideas our (vocal) communication becomes more clear and
powerful.
The Whiteboard Book opens up our hearts. It is like having a neutral field
inbetween our own thoughts and those of others. Ideas and feelings can easily be
written down, be stored on the whiteboard, and breathe. We express, we process,
and we move on. It does not leave any marks behind.
The Whiteboard Book brings action. With this open space between us, we can
invite people to join and to brainstorm together. We share our ideas and ask
others to add. This is where a deeper kind of communication begins.
M O D E L M I N D S W h i t e b o a r d B o o k 1 7
19. How do we work?
With our facilitation values!
When we facilitate a process it mirrors the changing environment it is meant for.
Five values direct us in our process design to ensure that what we offer enables
conscious co-creation within your business.
M O D E L M I N D S F a c i l i t a t i o n v a l u e s 1 9
Clarity in communication
enables people to create
together. We expand our
vocabulary with visual
tools to add clarity and
depth to our words.
01.Clarity
It takes courage to share
what people feel and want.
In our facilitation we
empower people to
courageously open up and
to show themselves.
02.Courage
Connecting with people is
about seeing each other.
To connect to the human
behind the desk, we facili-
tate an empathic space to
be powerfully vulnerable.
03.Connection
We keep in mind that
everyone’s contribution
comes from care. We
listen with compassion
and foster the willingness
to continue together.
04.Care
People create from their
unique life experiences.
We explore these different
perspectives and use
contrasting wisdoms to
create within a team
setting.
05.Creation
20. INTAKE
PREPARATION
CURRENT
SITUATION
ATTENTION
BLINDSPOT
SHARING
CREATING
We developed the Visible Changemaking Process Model to show
how the group dynamic evolves within our processes. The model
ensures that we create a process that reaches both depth, connec-
tion, and understanding.
01. Intake
Acknowledging the urgency and defining
the purpose of the intervention
02. Preparation
Connecting to the client and observing
‘business as usual’
03. Current situation
Creating understanding of the current
situation and the bigger picture
04. Attention
Leading with a question and opening up
to the possibility of new realities
05. Blindspot
Connecting to a deeper sense of knowing
within the team
06. Sharing
Transforming the individual experience
into organizational change
07. Creating
Committing to systemic change as a
daily practice
Every time our process is different
and also the same.
It is the MODELMINDS experience.
M O D E L M I N D S E x p e r i e n c e 2 0
21. O u r s t o r y
Do you want to get a glimpse of what we created with our clients?
22. Facilitation process
Facilitated dialogue on roles, relations, and the change at hand
Pressure cooker assignment: creating a collective picture
Observation sharing about team patterns and the needs behind
Use of metaphors and systemic / organizational constellation work
Concluding visual storytelling exercise on integration in daily life
Case #1. KLM Royal Dutch Airlines
Visible changemaking session: team pattern intervention, two days
“MODELMINDS’ approach had a deep impact on the performance of my team, and beyond.
I was surprised about the reach of this intervention. We developed shared symbols which are
now used throughout the organization. A nice example is that we presented our Perform
2020 reorganization plan to the division’s board in self-drawn A0 sized posters. That blew
their minds..” Sander Stomph - Head of Program Management Office (Restructuring & Turnaround) at KLM
A team of KLM in charge of implementing a large scale transformation was
confronted with a history of failed reorganizations / turnarounds.
The team leader approached us to organize a two day off-site visual note taking
training. Based on the intake we proposed a Visible changemaking session to
strengthen the team’s ability to relate to different stakeholders, to communicate
change, and to motivate others towards a shared vision.
M O D E L M I N D S C a s e s 2 2
23. Facilitation process
Visualizing team history to reconnect with purpose and function
Scenario and solution creation based on visual metaphors
Selection of ‘most feasible scenario’ and development of an action plan
Visually summarizing the insights of the day and the team’s vision
“I have been working with Manuel and Oscar in the coaching of a team at the Ministry of Economic Affairs, Agriculture, and Innovation. The most striking
elements in their performance were the natural presentation and the coaching process with the frequent use of images. The main effect of their interven-
tion was the engagement of the group in the process. With Manuel and Oscar, there is literally never a dull moment. I would recommend this dynamic
couple to anyone, not the least because of the graffiti-like collage that our team took away as the result of a day's work.”
Christien van Rossem, Management advisor at the Ministry of Economic Affairs, Agriculture, and Innovation
Case #2. Ministry of Agriculture and Innovation
Visible changemaking session: team pattern intervention, one day
A team leader within the Ministry of Agriculture and Innovation requested a session
to work with sudden external changes. Our client experienced her team as paraly-
zed by the looming perspective of changing political and financial factors.
We facilitated a one day session to revitalize the team, to visualize scenarios, and to
develop ways to prepare for these scenarios while not knowing what would change.
After the session the team’s vision was presented to the secretary general of the
respective government division. This enabled proactive leadership of the team,
while clearly communicating what they felt was needed in their current situation.
M O D E L M I N D S C a s e s 2 3
“What scenarios
are we likely to encounter?
And how can we prepare
for these scenarios while not
knowing what will change?”
24. Facilitation process
Mapping of individual perspectives on department activities
Exploring understanding of current situation through metaphors
Collective picture creation; integrating individual perspectives
Facilitated dialogue on individual leadership towards stakeholders
"I think we live in a time of transition, and we need new techniques to stretch ourselves to other ways of thinking and acting. With that perspective MODEL-
MINDS recently facilitated our team in a visualization session. The exercises gave our team members the chance to get a surprisingly deep insight in each
others' perspectives on our collective performance, which then triggered a very useful discussion on our vision and strategy."
Celine Pessers - Innovation Manager ABN AMRO
Case #3. ABN-AMRO Innovation Center
Visible changemaking session: team session on strategy
A team of the innovation center of the ABN AMRO bank in The Netherlands
approached us to facilitate a strategy session around the question: ´How can
innovation have a role in a very structured system?’ While meeting our client from
ABN AMRO we visually mapped the current progress of their change project and
co-creatively explored what was needed to move on to the next phase. In the end
we facilitated a one day session that focused on making the team dynamics visible.
The session focused on creating the space for the participants to explore each
other’s views and to gain understanding. As a result they could agree upon their
focal question: “How do we strategically position innovation within the wider opera-
tions of the bank?” The team now blocks time on a weekly basis to share strategies
on how to address different stakeholders.
M O D E L M I N D S C a s e s 2 4
25. Facilitation process
Visual basics: the Visual Building Block Theory
Try-out: harvesting personal stories of the participants
Introducing template usage in coaching through role play
Organizing information visually: posters, workshop flows, strategies
Brainstorm on how to use visual techniques in our daily practice
“I attended the training that was orga-
nized and facilitated by Manuel Sturm. It
teaches various techniques on how to use
images to improve communication and
collaboration with others. Manuel is a
conceptual thinker who knows how to put
his knowledge and drive into practice. I
found his unique approach to be fun and
inspiring.“
Chantal Steegers - Projectmanager Dutch National
Tissuebank Portal
Case #4. Public courses for individual professionals
Visible changemaking training: public 2 day learning journey
More and more process professionals are confronted with a growing request for
empathy, true leadership, and an increased amount of information and distrac-
tions. The Visible changemaking training supports professionals in accessing
their creativity and intuition while facilitating complex processes.
Throughout the training the focal question was how to keep one’s own energy as a
facilitator while being in a dynamic surrounding. During our training we experi-
mented with visualizing, enabling a confidence boost in expressing oneself visually.
We practiced connecting to our intuition through drawing and then questioned the
subconscious levels of our drawings. We explored the mechanisms of giving empa-
thy and deep listening in a visual way.
M O D E L M I N D S C a s e s 2 5
26. We have worked with a variety of
clients. Curious to join?
M O D E L M I N D S C l i e n t s 2 6
27. Coöperatie MODELMINDS U.A.
Haarlemmerweg 10C
1014 BE Amsterdam
www.modelminds.nl
+ 31 (0)62 464 3336
If you are curious about us,
or have an idea or question,
contact us!
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