Iterative decision-making as a practice of adaptive leadership

Iterative decision-making as a practice of adaptive leadership

Foundational to leading adaptively as a leader capacity to make robust, well formed decisions quickly in service of supporting the ‘system’ being transformed (e.g., an organisational system) to maintain momentum towards its yet to be defined ideal future. In partnering with our client organisation the need for agility in making effective decisions is paramount with literally millions of dollars riding on how effectively this organisation’s senior leaders make the decisions they will need to continually make in leading the organisation’s transformation.

Read More

Applied Systems Thinking

Applied Systems Thinking

There are a number of approaches to supporting leaders conceptualise and engage with ‘transformational change’. My approach is heavily influenced by the principles and practices of  Adaptive Leadership, with particular emphasis placed upon the importance of establishing and maintaining a suitable container (or holding environment) for supporting the change journey.

Read More

'Containing Change' - 10 considerations for establishing a viable Holding Environment for undertaking adaptive change

'Containing Change' - 10 considerations for establishing a viable Holding Environment for undertaking adaptive change

During times of change, it is critical that the leaders of the change establish a ‘holding environment’ within the organisation that is able to contain and support the change journey - in other words, the container established to support people undertaking adaptive change is equally (or even more important) that the context informing that change (the why of change) or the content of change (the what of change).

Read More

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‘.

Read More

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.  

Read More

The wonder of World Cafe

The wonder of World Cafe

Over the weekend I had the privilege of attending one of the most engaging, inspiring and thought provoking events I have been involved in for some time. 

I also had the opportunity to do what I feel is truly my work for the world – break open new and deeper ways of thinking, feeling and connecting.

Read More

How are you being a leader?

How are you being a leader?

I have been thinking a great deal recently about the question, “What is a leader?” More specifically, what is the definition of being a ‘leader’ that I feel is most relevant for these times. Perhaps there is something in this last sentence – being a leader. What is the being of a leader? And what is the key quality or qualities that distinguishes a leader from a ‘non-leader’?

Read More

Book Review - Power and Love: A theory and practice for social change

Book Review - Power and Love: A theory and practice for social change

Have you ever wondered why some change efforts – whether they are within an organisational or social context – stumble, or even fall over? Or, why some efforts to enable or implement a socially focused initiative result in the people involved is this ‘good work’ clashing in ways that jeopardise the very intention of the initiative.

Read More