Greg Satell asks What makes an organisation “networked”? He makes some points challenging either-or thinking about networks. So bureaucracies and silos aren’t inherently bad it’s more a question of recognising other networks exist – and you can connect silos usefully without needing to disparage or dismantle them.
In a lot of meetings, I think facilitation can help people to find other ways to connect across the more officially recognised structures, matrices and hierarchies.
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
Getting away from grandiosity or solemnity. small p presence is about being open to the life around us
Facilitation is often about small, subtle acts of noticing and experimenting
I think it corrupts deeply and instantly in ways we often don’t notice. And sometimes it becomes more obvious. In the last 24 hours I’ve meed made aware of this,
Jill Lepore has a thought-provoking article challenging the thinking behind the Innovators Dilemma. She questions the glibness with which people champion disruptive innovation. I like a bit of contrarian thinking
There’s a lot to chew on in Chris Corrigan’s latest post Leading from a platform of reverence, but this part particularly struck me today: We have time only to act
Michael Hammer’s new book, The Agenda, is about the rise of customer power. But is customer-centricity really such a good model for business and society?
