We lose resilience when we become fractured, fragmented, when the parts lose awareness of the whole. Read the article →

Continuous organisational change has become the order of the day in many parts of the public sector, driven by shifting political agendas and desire for action. The global financial and… Read the article →

On both a personal and an institutional level, people are petrified of empty space. It’s like, fill the space, fill the space. There’s a quote from Jung. Someone asked him, “Do you think we’ll make it?” His answer was always the same: “We will if we do our inner work.” Read the article →

Wisdom 2.0—the book, the conference, the movement—explores how
mindfulness keeps employees curious and sane in the nonstop sprint of
high-tech culture. Read the article →

Peter [Senge] concluded his story-telling this way: “The changes that are needed are happening. They are emerging all around us. For me personally, now is the time to watch what’s emerging, to leverage it, and disseminate it.” Read the article →

We often hear that enlightened organizations and networks replace top-down leadership with a style that is more participatory, distributed, and collaborative. In this session, Phis Cass, Toke Moeller, Monica Nissen… Read the article →

We may think that warriorship is serious business, the opposite of creativity. We may think that play is frivolous, something that takes place after work, only among children, or only with crayons and markers. But what if real warriorship is play, and real play is an act of serious courage? Read the article →

The primary organizational challenge facing any business leader is much like the challenge facing a parent: to understand this living entity, placed partly in your care, well enough that the moves you make will lead to productive growth and change. And although there is a body of theoretical work on living systems to draw on, those writings have little to do with the day-to-day realities of a product launch or a project team. Read the article →

Scenario planning and social change expert Adam Kahane suggests that to master large and difficult challenges, leaders need to learn to act and empathize simultaneously. This interview, conducted at the… Read the article →

Some problems are best tackled with the “divide and conquer” strategy: break them into pieces and solve them one at a time. Others get worse when you try to do this, because of complex interdependencies that get even more tangled. Knowing whether you have a “complicated” (reducible) or “complex” problem is critical. In this article Glenda Eoyang gives practical advice for how to tell the difference. Read the article →