Harold Jarche asks very provocatively: Is management on the table?
We falsely believe we can manage the future based on the past. Researchers have shown experts do worse than laypeople in predicting the stock market and that these experts do even worse than just flipping a coin. Managing for the future is a conceit of those in power and our institutions are based on the notion of being able to manage complex systems using mechanistic models.
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
My friend Antony Quinn and I are running our Difficult Conversations workshop again in Cambridge. We really enjoyed the one we did in December so we are rinsing-and-repeating. It’s on
The web is more a social creation than a technical one. I designed it for a social effect—to help people work together—and not as a technical toy… What we believe
Consumer Empowerment points to another Economist article relating to open source, partly inspired by Eric von Hippel ‘s Democratizing Innovation. It’s a pretty helpful summary of von Hippel’s arguments. Traditionally,
Let’s not overwhelm people with content and techniques
