I used that phrase back in February. I think it’s a good way to describe a way of thinking about how to respond to what’s created by Web 2.0: you can’t control it you need to manage people as if they’re volunteers.
James and I are going to use this title for our workshops next year. We’re kicking off at the end of January with a gig at NESTA. We’re also thinking of writing it up as a manifesto.
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
How The Seemingly Chaotic But Wildly Successful Fringe Festival Makes It Work | Fast Company "The job of the Fringe staff "is to do the absolute minimum necessary to make
This is way off the admittedly wide path I normally tread here. But for readers in the states who don’t know who George Galloway is look out. He’s testifying on
Michael Herman blogs about IBM’s decision to waive enforcement on 500 patents making a useful distinction between patent right and patent enforcement. His summary: Patents and open source profit and
Geoff Lye writes in praise of Gen Y. I really liked the qualities he sees in them. Perhaps especially this: Looking forward companies face challenges – and equally opportunities –
