Ok, a small additional riff on the theme of my earlier post. Katherine Stone wrote an interesting response giving some examples of personal experiences and stories having more power than fancy-schmancy advertising.
I think this ties in with Chris Anderson’s thoughts about the long tail… that it’s easy to underestimate the cumulative impact of small experiences.
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
Beyond heroic leadership
Earl sticks his neck out an inch further than I did in response to Dan Pink’s argument about the failure of incentives. The biggest problem with business these days especially
I’m continuing to enjoy Keith Sawyer’s book, Group Genius (earlier post here). Mostly as an aide-memoire to myself I wanted to log a few more of his ideas conscious that
Doug Rushkoff writes: First off the Dark Ages were not dark. The Late Middle Ages, in particular were extremely prosperous. Population and wealth went up, work hours went down. Height
The Power of Ordinary Practices describes how apparently mundane interactions with managers have a major impact on people’s work. Management and leadership are so often described in heroic terms which
