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 …
Presencing and the Biology of Knowing: How Life Knows Before the Mind Thinks
In an age saturated with information, many leaders are not suffering from a lack of knowledge, but from a deeper disconnection: a loss of contact with how knowing itself arises. Otto Scharmer’s notion of presencing …
Navigating Complexity Through Leadership Sense-Making and Agency Development
The contemporary landscape of leadership and management is highly complex, contested, and fragmented. Because the external environment changes so rapidly, the ability to make sense of ambiguities and uncertainties has become a critical leadership skill. In …
Phenomenology, the Embodied Mind and Life: Transforming Learning, Leadership, and Team Development
In an era defined by complexity, uncertainty, and change, effective leadership and learning are no longer about absorbing more information. They are about being more present, connected, and responsive. This shift calls for approaches that …
Mindshift: Learning to Learn in a Changing World
In a world where careers evolve faster than degrees can keep up, the ability to learn how to learn has become the defining skill of the 21st century. Yet, as Barbara Oakley reminds us in …