The Two Ways of Attending: Learning to See the World Differently
What if the quality of our thinking depends less on what we think about than on how we attend to what is before us? This is one of the provocative ideas at the heart of …
Action Inquiry at Work: Learning While We Act
Most organisations are good at action. They set goals, make decisions, implement plans and measure results. Many are also reasonably good at reflection. After an initiative, they conduct a review: What happened? What went well? …
Generative Action Inquiry: Bringing Inquiry, Meaning and Action Together
We live and work in a world in which the problems we face increasingly refuse to stay in neat categories. For example, higher education institutions face interconnected challenges with artificial intelligence, changing student expectations, professional …
Appreciative Inquiry at Work: From Fixing Problems to Building What Gives Life
When something goes wrong at work, our instinct is usually to ask: What is the problem? We analyse the gap, identify the causes, find the weaknesses and design an intervention to fix them. This problem-solving …
Humble Inquiry at Work: The Leadership Practice of Asking Before Telling
Leadership has traditionally been associated with knowing. A leader is expected to have the answers, provide direction, solve problems and make decisions. But in complex organisations, especially those where knowledge is distributed across professions, teams …
Motivational Inquiry: Connecting with One’s Internal Motivation
We often talk about motivating people at work as though motivation were something a leader could give another person. We motivate employees through incentives, recognition, targets, rewards, career opportunities, inspirational speeches and, sometimes, pressure. But …
MWe: From “Me” to “MWe” – Dan Siegel’s Integrated Self
What if the self is not simply “me”? Much of modern psychology, leadership development and even coaching language is organised around the individual: my identity, my goals, my values, my resilience, my wellbeing, my development. …
Resilient Leadership: Leading Through Complexity, Pressure, and Change
Leadership today is increasingly shaped by disruption, ambiguity, emotional strain, and accelerating complexity. Managers and executives are expected to navigate uncertainty while maintaining performance, sustaining teams, adapting to change, and making decisions amid incomplete information. …
Developing Individual & Team Resilience with Birkman
Resilient teams are not teams without stress or conflict. They are teams that can navigate pressure, disagreements, and change and develop individually and together in healthy and constructive ways. As a team lead, your role …
Three Horizons View of Leadership
Leadership is often overwhelmed by the present. Urgent demands dominate attention, operational firefighting consumes energy, and the future gets reduced to a set of quarterly targets. The challenge is not that leaders lack vision, but …