Jack/Zen makes a good point:
In many of the organizations I work in the overperforming criticize the underperforming and ultimately call for what’s considered the ultimate cure: “holding people accountable.” Just saying the words in a pathetically stern tone warms the hearts of vindicators. What’s curious is how the question is never, “How can we get better at helping these people succeed?”
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
Chris Mowles summarises Ralph Stacey‘s latest very interesting, work. It resonates strongly for me. Organisations are not things but patterns of interactions between people. In these interactions, and among other
Hugh: It’s not about how much your product engages with the customer. It’s about how much your product allows your customer to engage with other people. Reminded me of what
Viv and I have been having long conversations lately about edges: the interesting areas where we learn new things, areas that are a bit uncertain and uncomfortable… but also interesting.
David Gurteen (tweet) unearthed this report on research: Why groups fail to share information effectively: Again and again the results have shown that people are unlikely to identify the best candidate,
