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 | great Read More »
When we can lay down our fear and anger and choose responses other than aggression, we create the conditions for bringing out the best in us humans.
Margaret J. Wheatley | fear Read More »
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 | experience Read More »
We experience problem-solving sessions as war zones, we view competing ideas as enemies, and we use problems as weapons to blame and defeat opposition forces. No wonder we can’t come up with real lasting solutions!
Margaret J. Wheatley | experience Read More »
Determination, energy, and courage appear spontaneously when we care deeply about something. We take risks that are unimaginable in any other context.
Margaret J. Wheatley | courage Read More »
Organisations are now confronted with two sources of change: the traditional type that is initiated and managed and external changes over which no one has control.
Margaret J. Wheatley | change Read More »
Probably the most visible example of unintended consequences, is what happens every time humans try to change the natural ecology of a place.
Margaret J. Wheatley | change Read More »
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 | business Read More »
I think we have to notice that the business processes we use right now for thinking and planning and budgeting and strategy are all delivered on very tight agendas.
Margaret J. Wheatley | business Read More »