This post shares research findings about traditional meetings and provides some more inclusive, productive, and better-quality ways forward – highlighting the importance of process thinking and Facilitative Leadership.
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Two of the world’s largest tech companies used the same criteria to select a problem solving framework and after careful consideration they both chose CPSv6.1, which met and/or exceeded all nine criteria.
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Andy Wilkins looks at what it takes to get the best results from Brainstorming and discusses how Brainstorming’s popularity has led to it being applied in many different ways that have resulted in negative associations.
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This post introduces the Wilkins Terwindt Quadruple-Loop Learning Model as a framework for leaders to use learning as an enabler to innovation and leadership.
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Perspectiv’s Andy Wilkins muses on the quote that “most people prefer the certainty of misery to the misery of uncertainty” and recalls David Bowie in the 70s, who created his own unique niche in music and fashion.
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An unknown source told a story about a man finding a cocoon. It has a moral that we see as being pertinent to individual development, teams and organisations: beware of taking away opportunities for others to grow.
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We work with the Centre for Creativity in Professional Practice at Bayes Business School to deliver this short course, designed to educate a new cadre of creative leaders.
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Variations in language and terminology are often a block to people working together because over time, different disciplines diverge in their use and meaning of the same terms.
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Open Space is a method for running forums where issues and opportunities are translated into action. It enables widely differing groups of people to work together when faced with dynamic uncertainty.
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The quest for resilience is seemingly ubiquitous, which is perhaps not surprising given the degree of change, complexity and uncertainty in the world.
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As a culture we have many outdated, mythical and just plain wrong conceptions of leadership. This post introduces some more helpful conceptions about leadership and the challenge to rethink ‘management’.
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Throughout life, you will move from moment to moment, task to task. Some moments will provide greater opportunities than others to shape the frame of mind people develop. We call them moments of truth.
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Solving ‘wicked’ problems requires both ‘vertical’ and ‘horizontal’ skill sets: technical skills and knowledge must be complemented by a host of other people and thinking skills. We call this being ‘T-shaped’.
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The Danish philosopher Soren Kierkegaard wrote a story about a wild duck that has a moral we see as being pertinent to individuals, teams and organisations: beware of becoming satisfied with the status quo.
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Effective innovation relies on people with different cognitive approaches to change, processing information and making decisions – it is this cognitive diversity that ensures organisations avoid collective blindness.
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To improve in any field of activity, we need to change and grow - which means we have to take risks, let go, try new things and continually learn from our own experiences.
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High performance people, teams and organisations are never satisfied with the status quo - instead, they nurture a ‘climate’ for innovation. This post looks at the impact climate has on innovation, and how it can be improved.
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