The nature of the global business environment guarantees that no matter how hard we work to create a stable and healthy organisation, our organisation will continue to experience dramatic changes far beyond our control.
Margaret J. Wheatley | nature Read More »
In our daily life, we encounter people who are angry, deceitful, intent only on satisfying their own needs. There is so much anger, distrust, greed, and pettiness that we are losing our capacity to work well together.
Margaret J. Wheatley | life Read More »
I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed.
Margaret J. Wheatley | leadership Read More »
I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant, given the context of any situation.
Margaret J. Wheatley | leadership Read More »
I think a major act of leadership right now, call it a radical act, is to create the places and processes so people can actually learn together, using our experiences.
Margaret J. Wheatley | leadership Read More »
I’m sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.
Margaret J. Wheatley | leadership Read More »
Successful organizations, including the Military, have learned that the higher the risk, the more necessary it is to engage everyone’s commitment and intelligence.
Margaret J. Wheatley | intelligence Read More »
Too many problem-solving sessions become battlegrounds where decisions are made based on power rather than intelligence.
Margaret J. Wheatley | intelligence Read More »
In these troubled, uncertain times, we don’t need more command and control we need better means to engage everyone’s intelligence in solving challenges and crises as they arise.
Margaret J. Wheatley | intelligence Read More »