Sublime

could it be that our current worldview limits the way we think about organizations? Could we invent a more powerful, more soulful, more meaningful way to work together, if only we change our belief system?

Einstein once famously said that problems couldn’t be solved with the same level of consciousness that created them in the first place.

Our field walk incorporates three methods: phenomenology, dialogue, and collaborative action research. All three address the same key issue: the intertwined constitution of knowledge, reality, and self. And all of them follow the dictum of Kurt Lewin, the founder of action research, who observed, “You cannot understand a system unless you change it

Theodore Zeldin.

The advent of Amber Organizations brought about two major breakthroughs: organizations can now plan for the medium and long term, and they can create organizational structures that are stable and can scale.

Leadership expert Max De Pree’s definition is worth repeating:

I believe Lebow and Spitzer are right; consciously or unconsciously, all too often we use feedback to try to mold other people into how we believe they should be.

the incremental leader enjoys and protects their cognitive capacity to create enduring solutions. They use their technical experience to help people solve their Layer 1 and 2 problems when needed because they have redesigned processes in support of that goal. This is beneficial because their intense attention is needed only on the novel portions of

Thus, the multifaceted capacity to be present becomes a key factor in effective leadership: the quality of one’s capacity to be fully present, comprehend what is happening, hold steady in the field of action, and make choices regarding when and how to intervene from within the social group (from wherever you sit) in ways that help the group to make