The second of a pair of articles that cover collaborating under ambiguity and uncertainty. This article finishes with some practical guidance as to behaviours that help in these instances.

This the first of two articles that addresses collaborating under ambiguity and uncertainty. This first part talks about the beliefs and truths that we bring to the conversation.

A summary of Clinical Leadership program content on engaging in dialogue to explore differences of opinion and conflict.

A discussion on when acting can be a good thing, as well as when doing nothing can extremely effective.

This article explores questions of manipulating events to create feelings of authenticity.

Can you align people toward a coherent (yet fuzzy) strategic direction by discussing fairness and exploring the underlying judgements about what is or feels like the “right” decision?

We explore that question in this post.

This blurb provides the background for an approach to developing the “capacity to collaborate” among Board members in the not-for-profit and social sector.

Rather than knowing stuff or doing stuff, we look at the role that leaders play in fostering an environment that helps people collaborate amid complexity.