ing content from process and allowing the focus
on process to make content more malleable and
accessible. A handful of graphic recorders and
facilitators emerged, mostly in the San Francisco
area. They were either influenced by David
Sibbet’s large-paper approach and his proprietary
formats, or Michael Doyle’s flip charts recording
running dialogue, augmented with large info-graphic images.
Technology was shifting almost too quickly
beneath corporate foundations in these years.
During the 1980s, when the personal computer,
networking, and the Internet expanded worldview, corporate innovation began to pivot on
Silicon Valley. Interactive graphics to support
group process were being explored by Geoff
Ball (who coined the phrase “group graphics”)
at Stanford, Joseph Brunon (a pioneer in family
dynamic therapy) at UCLA, and David Sibbet at
the Coro Foundation in San Francisco.
During this furor of rapid change and helter-skelter retrenching, management shifted in ways
that conventional A = B logic did not govern.
People realized that corporations were similar
to human entities—subject to more complex
motives, stressors, and failures. Business didn’t
follow linear patterns.
As self-help books became a staple for publishing, management pundits had fully embarked
upon explaining how American commerce ran,
July + August 2009