Author: Heart of the Art
Self Organising
Our identity is inevitably shaped by our history. The changes we have been through to arrive where we are now determine our form in the world. They also determine how we make sense of our
Cheshire Cat Grins
The reason we don’t truly become Change Makers is that we don’t want to. We really want to preserve things as they are, right up until the moment that they inevitably die.
Jeff Conklin: Wicked Problems and Social Complexity
This book is about collective intelligence: the creativity and resourcefulness that a group or team can bring to a collaborative problem.
Doomed to Failure
In a living system the clue is in the name. You have to ‘grow’ something. Something that infects the system and spreads through it such that each node or place in the system grows its
Bellinger: What is Systems Thinking?
An amusing and informative video on systems thinking from Gene Bellinger!
Nora Bateson: Practicality in Complexity
How can we use knowledge of complexity in a practical way? I am often asked this question. I am confused by it. Practical at what level? By “practical” what is meant?
It ain’t what you do it’s the way that you do it…
How often is it that we design a strategy, or propose a policy, that we know is good, valuable and what our organisation needs? We work hard to persuade others, convince them that this is
Paddling Just Paddling
I am in a bubble where time and the wider world have gone and all that matters is the synthesis of a body, a boat and a paddle. The bubble pops as I touch the
An Organisation is a Living Thing
Since Descartes we have tried to understand the world by dividing it into its constituent parts. By breaking things down into their basic building blocks we have sought to gain a deeper understanding of how
The NHS is alive but rather unwell
The NHS is alive but rather unwell. Much great work is being done and we remain the envy of many. And also we are locked in a cycle of increasing pressure. To keep the NHS
Is it really so good to fail?
Fail fast fail often is the official new manta of change. We encourage failure whilst at the same time the organisational consequences are heavy. No wonder the hidden mantra is 'play it safe' or