Monthly Archives: July 2014

Leadership and Co-Design

Although the term, co-design, has more specific, formal meanings, I like to think of it very informally as two or more people thinking together as equals about some specific change they want to make. In my field of organization dynamics, that could be shifting how the work is done or how an organization is structured, […]

The Side Effects of Hierarchy and Other Perils

A few days ago, in a conversation with Amy Edmondson of the Harvard Business School, she sagely shared with me how hierarchy “does not intend” its negative side effects. She was speaking specifically of ingrained dynamics that cause people to seek approval and avoid rocking the boat rather than asking for help and speaking up […]

A Spiral Model of Change

I have always felt that organizational change simply could not be linear. Somehow the notion that shifts in structure, culture, technology, processes and systems could be introduced according to some fixed recipe has always grieved me, as if it missed the most important components, the deeper humanity of changing what is toward what can or […]