Gaming Change: Four Enablers of Implementing Disruptive Change

Gaming Change: Four Enablers of Implementing Disruptive Change

I recently facilitated a one-day change readiness workshop for an organisation embarking on a significant organisational change initiative. In essence, the change initiative invited the organisation to shift is cultural mindset from one of ‘problem finding, solution identification‘ to ‘possibilities thinking, opportunity creation‘.

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Collaborative Conversations for Change

Collaborative Conversations for Change

The conversations a social system has about itself – who it is, what it has, and what it wants for itself into the future – will impact its current level of viability determine its future potential. Collaborative Conversations involve the intentional use of conversation as a core process for cultivating the collective intelligence of a social system in order to create business and social value.  

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The Chaordic Stepping Stones as a Tool for Designing Large-scale Interventions

The Chaordic Stepping Stones as a Tool for Designing Large-scale Interventions

My work of The Holos Group is the development of high performing organisations and leaders who have the courage and conviction to generate game-changing solutions to complex business and social challenges. All of our work is highly collaborative, innovative, adaptive and transformative. Most of it occurs within an organisational context.

Most of my work seeks to capitalise on the novel solutions that arise from emergence contexts. 

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How Can Your Organisation Also be a Community of Practice

How Can Your Organisation Also be a Community of Practice

Last month I was invited by a friend, Peter McDonald, to spend a day with him establishing a new Community of Practice (CofP) focused on Community Development. His organisation is Uniting Communities and it works with some of the more disadvantaged elements of society – youth homelessness, employment, disability services, etc. Uniting Communities is trying to simultaneously deliver essential services into the community and also enable the communities it works with to be stronger, more adaptive, and build resilience

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A philosophy on strategy development offered within the emergent ‘frame’ of Appreciative Inquiry

A philosophy on strategy development offered within the emergent ‘frame’ of Appreciative Inquiry

Earlier this year I was invited by the theLeaders Institute of South Australia to facilitate an Appreciative Inquiry (AI) grounded cross-organisational Think Tank to identify and prototype ‘lighthouse initiatives’ for  enhancing employee and workplace wellbeing (for more information about this project, read my comprehensive Facilitator’s Case Study).

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How can Appreciative Inquiry be embodied as a practice of Inner Leadership?

How can Appreciative Inquiry be embodied as a practice of Inner Leadership?

Last week I hosted an Open Space Technology (OST) session as part of a leadership development program I am facilitating with a colleague, Diana Coverdale. I love OST not only as a process, but also as a set of guiding principles and philosophy for how leaders could lead and how organisations could organise.

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Appreciative Inquiry and the experience of meaningful work

Appreciative Inquiry and the experience of meaningful work

Imagine working in an environment where waking up each morning to go to work made your heart sing. And imagine a working environment where everyone else felt the same.

Now imagine working in a role that fully utilised the very knowledge, skills and experience that you most loved about yourself and what you do. Those aspects of who you are that you would gladly give to others for nothing! A role you would pay others to let you keep.

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