The secret of getting ahead is getting started. Micro-experiments allows fitting huge ambitions into manageable steps.

Most efforts to improve performance are done ‘to people’, rather than giving greater opportunities for people to contribute in ways they see fit. How can the contribution of people be placed at the forefront of organisational development?

The effectiveness of our change approach is intricately tied to the nature of the challenge at hand.

Organisational transformation isn't a top-down imposition. It's a collective endeavor, an amalgamation of voices and ideas echoing through the halls of the workplace.

What if, instead of asking people to ‘buy into’ change, we invited them to join in, co-create, and contribute autonomously? What would that look like?

Thriving has recently become a buzz word. But is there more to it? Is it different as a reason for change, and does it require a another type of design and implementation strategy?

Doing change to, for, with and by people – some shorthand concepts and contrasts around ways of approaching social change.

Deficit thinking is pervasive in many organisational change efforts. What can be done to counter this tendency and generate better and more meaningful descriptions about both problems and opportunities?