Transformation

Predictive processing and a complexity approach to personal transformation cowritten by Adrian Wagner & Anne Caspari In leadership development and coaching, people often try to create lasting change through new beliefs, positive affirmations or, worse, mindset training. But lasting transformation does not happen by repeating new sentences or resetting the mind, as we switch a computer on and off. It rather happens when the nervous system learns a new way of relating to reali

Two Distinctly Different Logics of Change What prompted it is something I keep running into in organisational life: development and emergence being treated as if they described the same kind of change. They don’t. They are structurally different processes with different governing logics, and conflating them produces interventions that systematically address the wrong thing. The cost is a misdirection at the level of design. The article begins by getting that distinction right

This article is about common traps when trying to scale individual and group coherence and argues for a more ecological approach to scaling change, using SenseMaker.

In case of emergence, don’t call a facilitator NOT ALL GROUP PROCESSES LAND IN COHERENCE. And even when they do, not all of them stay there. Many lose it on the way, and some never quite touch it at all. After our group process — the initial one in Alderlore and the ones that followed over the years, as described in the first article of this mini series of three — we began to notice that the same kinds of traps, diversions, and coping strategies showed up again and again, ev

The first in a series of three essays on coherence and group processes