What is Frederic Laloux's vision for the future of organizations and society? + How could your team benefit from honest internal feedback?
What meaning of "sacred" allows us to perceive business as a human activity that is part of nature, occupying its right place in life?
If you really want your organization to reach its desired outcomes, you need more than the usual "structural" approaches; you need the operating system of radical self-management.
Can you and your colleagues specify ways you want to trest each other, and create ways to embed those values and practices in daily work?
Which capacities are needed for leadership in an open culture, where hierarcy is fluid, based on competency? Does this mean a culture with feedback and intuition is not for everyone?
Why is liberating school organizations into a new paradigm important? How do we facilitate dialogue and consent-based decisions amongst students and educators?
Which aspects of next-stage organizations especially facilitate the development of human resilience as a capacity?
What might be some kinder, more conscious ways of evaluating both a person and their role for suitability to one another and to the organization?
Learn the four keys to better partcipatory leadership utilizing the under-estimated, under-utilized and inclusive potential of well-crafted invitations.
How can we draw much-needed optimism for the future by looking at examples from EE Magazine of next-stage endeavors continuing or being co-created now?
Which shifts in language and processes can make Holacracy-run meetings flow more easily, feel kinder, and facilitate beneficial changes for the organization?
Two radically different leadership paradigms have radically differing assumptions about people. What motivates each paradigm?