Sublime

Colleagues are exposed repeatedly every week to a space made safe by ground rules that invites them to truly be themselves. They learn to see each other in the light of their deep humanity, in the beauty of their strengths and vulnerability. The trust, empathy, and compassion that build up in the meeting expand well beyond the confines of the

Self-managing organizations naturally provide for exceptional learning opportunities.

Perhaps the greatest “phase transition” in our thinking that such an approach could engender is the maturation in our willingness to live with relatively high levels of uncertainty in the domains of complex phenomena—and thus give up on ideas like complete “cures,” the elimination of “risk,” the design of perfect “stability,” and achieving total

In this place of transition - a place that feels disorienting, confusing, messy - we need to be learning from each other, plural in the possibilities we generate, and willing to let go of those mental frameworks that are no longer serving us well.

What if a company did everything within its power to create the conditions for individuals to overcome their own internal barriers to change, to take stock of and transcend their own blind spots, and to see errors and weaknesses as prime opportunities for personal growth? What would it look like to “do work” in a way that enabled organizations and