Organizations are, in the last analysis, interactions among people..

Unintended consequences get to the heart of why you never really understand an adaptive problem until you have solved it. Problems morph and "solutio….

The real objective isn't just "knowledge" or getting an 80-20 understanding of the situation. The overriding objective is engagement, creating a buzz….

Explicit knowledge, conventionally delivered like pizza (neat boxes with toppings of concepts, theories, best practices and war stories), is consumed….

The inherent preferences of organizations are clarity, certainty and perfection. The inherent nature of human relationships involves ambiguity, uncer….

Corporations, in the name of efficiency, suppress variation by "getting all the ducks in line."To optimize productivity, they evolve highly refined a….

Nothing fails like success..

Leadership is making happen what wouldn't happen anyway and this always entails working at the edge of what is acceptable.

The incremental approach to change is effective when what you want is more of what you've already got..

People are much more likely to act their way into a new way of thinking, than think their way into a new way of acting..

Great companies make meaning. A company has a name, but its people give it meaning..

Contrary to widespread faith in "communication" and "knowledge transfer," information has a social life, and unless new insights are embedded in the ….

Discoveries from one community cannot be repackaged and provided to another as a silver bullet, That's a "best practice" rollout and it invariably ev….

Harnessing adversity is a discipline tailored to a world of unpredictable outcomes--a world where one can disturb, but not wholly direct, a living sy….

Knowledge does not advance practice. Rather practice advances knowledge..