Leading into the Future X: Are We Post Post-Modernism?
Those who are leading (and learning) into the future, will find the order that underlies much of the chaos in contemporary o…
Theory E²: Working with Entrepreneurs in Closely-Held Enterprises: XIII. Assessment in the Enterprise Cycle (Part Two)
[Note: This essay and most of the previous essay in this series are based on a document I prepared in the early 1980s for th…
In Search of Truth II: The Dance of Collusion
A powerful process called collusion is operating when the expert and advice-follower dance together in creating an illusion …
In Search of Truth I: Hubris and Narcissism
Leaders who attempt to predict the future make mistakes. What tends to worsen these situations and make them more dangerous …
Leading into the Future IX: Fragmented and Inconsistent Images
We had moved in our postmodern world into a form of global capitalism that requires high levels of consumption, which in tur…
The Perfect Storm: Virus, Violence and Dysfunction
We have discovered that there might be a "perfect storm" operating at the point when these three systems interact. Pandemic …
Leading into the Future VIII: Language and Segmentalism
We are moving from a world that uses metaphors of sight (“having a vision of a future world,” “imagining an alternative”) to…
Theory E²: Working with Entrepreneurs in Closely Held Enterprises: XII. Assessment in the Enterprise Cycle (Part One)
In the previous essay (XI) I introduced a key concept in the creation of an appreciative, closely held enterprise: appreciat…
Organizational Consultation: An Appreciative Approach IV Change and Stabilization
A model of consultation can be engaged that requires an openness to all options for one’s client to consider—including the o…
Mapping Effective Covid-19 Engagement: Four Responses to the Challenge
At times we must bring together wisdom, courage and vision—so that we might move forward personally and collectively under t…