our thoughts

Personal Approaches to Change II : Emergent Change
17 February 2014

In the previous post, we looked at the characteristics of the linear model of change. This post describes an alternative approach that feels more intuitively like the real experience most people have of attempting to change aspects of themselves. …..read more

Personal Approaches to Change I : Linear Change
17 February 2014

Understanding the nature of personal learning and change is critical for leaders who wish to make a real difference in their organisations. Personal change – changing aspects of the self – can be considered to be either linear or emergent in nature. This post describes the linear approach to change.  …..read more

distorting reality : understanding projection
12 February 2014

Distorted Reality

“Our brain is mapping the world. Often that map is distorted, but it’s a map with constant immediate sensory input.”  

-  E. O. Wilson


One of our defining human characteristics is our ability to protect ourselves when we experience pain or fear. Whilst this feature has undoubtedly served us incredibly well in many situations, it is something which often distorts our ability to experience things as they actually are. …..read more

overcoming organisational fragility
27 June 2013


The world is conspiring to create tough times for organisations. Many of the command and control mechanisms employed to minimise environmental disruptions and maintain steady growth are being shown up as illusions.

In a recent HBR blog post, Make Your Organization Anti-Fragile, Brad Power outlines a key theme for organisations to focus on in order to build flexibility and resilience:

“Crises and major disruptions are not an abrupt departure from what anti-fragile organizations do continuously — solve problems. Rather than being controlled through rigid command structures, employees at all levels are trained every day to be quick problem-solvers.”

This simple statement requires organisational leaders to rethink how they enable employees to take a proactive role in their organisations future. Indeed, the very concept of leadership shifts from one that is based on hierarchical level to one that is based on ‘acts of leadership’ at all levels. This more systemic approach to leading frees people up to take the initiative rather than waiting to be directed.

A radical approach. Maybe. And one that is becoming more necessary in a random world that values autonomy rather than dependence.