Our current work systems are designed and calculated to incentivize competition. We spend time in parent-child relationships where the boss (or untitled leader) steps into a parenting-like role and employees and others become the children. …

The meaningful distribution of power does not happen by trying to be leaderless, but by working on becoming leaderfull. Conventional models of leadership are dominating, top-down and exert power over. The way we organize is a fractal and a remnant of our inherited ways of working — and is a fractal of systemic structures of domination. However, removing bosses does not…

I very rarely get nervous about trying something new, or saying what I think. I used to be quite staunch that ‘this was the way I am’, and that others needed to accept me for who I was, and automagically believe that I always have best intentions. I had a…

Like the time I was having a one-on-one with one of my direct reports and I had to call the ambulance. Or the time we were doing some movement in a workshop and one of the participants became irate. Has this ever happened to you? Both of these situations were…

Or knowing when to let go. I’m not very good at being able to discern when I need to sit in the mess to learn something, and when the mess is not the kind of mess that I need to sit it. How can I tell? Am I staying because…

When I ask organisations trying to do things differently what the biggest challenge is — it’s almost always around decision making and accountability. What’s much less clear is what it actually means. Do people say they’ll do things and don’t? Do people not take responsibility for the outcome of their…

More than a few times I’ve been in candid conversations with organizational apologists. I sense the reason they choose not to believe that organizations do violence through their very design can possibly be true. It’s hard to face. Let’s take the corporate restructure as an example: Act 1: ‘hmm, who…

More than a few times I’ve been in candid conversations with organizational apologists. I sense the reason they choose not to believe that organizations do violence through their very design can possibly be true. It’s hard to face. Let’s take the corporate restructure as an example: Act 1: ‘hmm, who…

If there’s anything that’s been re-clarified for me these past two years is the unpredictability of…well…just about everything. I think it’s just brought this principle of living systems, of our relational field, of humans in general into sharper focus than ever. The unpredictability of humans. …