Following up on WH Auden here’s R D Laing:
“The range of what we think and do is limited by what we fail to notice. And because we fail to notice that we fail to notice there is little we can do to change until we notice that how failing to notice shapes our thoughts and deeds.”
Hat tip: Bob Sutton
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When facilitating, more and more I want to sense the next move at my fingertips
Letting go in order to get in flow…
A funny game illustrates what we may be missing in many of our meetings
Managing anxiety is a familiar challenge for facilitators.
Managing in a world of uncertainty where people don’t live up to their stated values
I shot this in a single eight-minute take, which is in the spirit of an experience of Ralf Wetzel’s workshop, Leading from the Clown. Clown training is probably the deepest and most challenging work I’ve done. Enjoy.
A casual conversation in a pub makes me pay attention to thinking being embodied
Creating eye contact despite the limits of Zoom and Teams
The power of small gestures and noticing
Exploring the inner dialogue of facilitation
Dan Pink gives a punchy TED talk about the adverse impact of incentives. He reports studies that show that offering incentives will increase performance for routine tasks. But for activities
Bob Sutton rounds up some interesting research on the narcissism of CEOs – and the measurable costs to their organisations. One example: CEOs who received praise in the media were
I was rereading this post from 2008 this morning and thinking again about this little model, spotted then by Roland Harwood. The gist of the post, and Roland’s argument, was
I have been following some fierce online arguments about complexity lately and recognising how easy it is for these things to get very heated. There is something about understanding the
