When I was up in Whitehorse last week I got to spend time with folks from the Public Service Commission discussing a project that would see us looking at discriminations in the workplace from a complexity angle. Using Cynefin and SenseMaker(tm), we hope to understand the ways in which the landscape of discrimination shifts and changes over time so that the PSC can make wiser decisions about the kinds of initiatives it sculpts. One of the problems with diversity initiatives in the public service (in any large public organization really) is the feeling that they need to be broad based …
In the complex space, Paul Hobcraft shares some very good guiding principles, but the whole post shimmers with good advice about transformation, and is applicable to movement building, network organizing and enterprise. Today corporate transformations must be designed and executed quickly and routinely—not as once-a-decade events. Management teams are looking for best practices that increase speed and reduce the risk of pursuing business model innovation and change. That’s where minimum viable transformation comes into play. Before diving in, management teams should consider these five principles: 1. Learn how to learn. The central goal of minimum viable transformation is to learn …
Spending a nice New Year’s Day alone at home. Pot of tea, beautiful sunny day that I will shortly head out into for a walk, and then home maybe to play some music, restring the guitar, learn a jig or a reel or two on the flute… Listening this morning to CBC Ideas who are doing a great show on the number “50” and, because Charles Darwin wrote The Origin of Species at age 50, they have just played Baba Brinkman’s rap “Artificial Selection.” One little line stood out, something about the fact that in evolution, little differences are what provide …
in most of our leadership training work and our strategic work with Harvest Moon, we devote at least a half day to working with limiting beleifs using a process developed by Byron Katie called simply The Work. At its simplest, the work is a process of inquiring into limiting beliefs that are unhelpful in our work and lives. Such beliefs often include judgements, ideologies and other beliefs that prevent us from really seeing the reality we are dealing with. Some of these beliefs are so strong that we take them for granted – such as “Richard shouldn’t have punched Eric” …
Somehow that statement is worth keeping nearby in my work. For me and everyone I work with. I spend a lot of time working with people who need or want to do something new. And no level of new work – innovation, boundary breaking, next levelling or shifting – is possible without failure. A lot of it. Much more often than not. Today, working with 37 leaders from human social services and government in our Leadership 2020 program, Caitlin asked a question: “How many of you have bosses that say it’s okay to fail? How many of you have said …