Friction (2): emotional friction
This is a different kind of friction: the uncertainty, delay and discomfort that comes from lack of trust or understanding. Like bureaucratic or procedural friction,… Read More »Friction (2): emotional friction
relationships
Prominence
Making prominence your aim is like building a skyscraper without laying foundations: you might make something tall, but it’s unlikely to last and it will… Read More »Prominence
Velcro, geckos, and making friends
Some ideas for strengthening your connections within a group of people or scene: Have good, generous intentions. Show up to serve or share where it’s… Read More »Velcro, geckos, and making friends
Peter Drucker on continuity and change
The more an institution is organized to be a change leader, the more it will need to establish continuity internally and externally, and the more… Read More »Peter Drucker on continuity and change
The hard part: other people
Your work probably has several hard parts, and one of them is almost certainly other people. If only they would… … do their jobs properly… Read More »The hard part: other people
Raising the tone
Lowering the tone is easy, often funny, and sometimes desirable: lofty conversations gain traction (or evaporate) when touched to earth. Laughter liberates. It’s much harder… Read More »Raising the tone
Conflicting values
If you keep butting up against the same problem with a colleague – a problem you think you’ve fixed, but that comes up repeatedly in… Read More »Conflicting values
Invisible compromises
Why are our compromises so often invisible to others? We take a deep breath, struggle to assume the best, let go of a few things… Read More »Invisible compromises
Good starts
We think we see good starts all the time, but most of the time we see wrong. Most of the time what looks like a… Read More »Good starts
The Gift
Everything changes if you can see the thing you’re doing as a gift. Doing it as a gift transforms the thing you don’t want to… Read More »The Gift
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