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19 days ago
The rational mind sees itself as our safety referee. Stray too far away from known familiarity and it cries foul and reins us back in so we can stay within the comfort zone. However, as the complexity of global and organizational problems increases so must our comfort with a different kind of safety: the kind where you can explore possibilities, experiment with radically different approaches and work with others as part of a collaborative and diverse team. That takes innovative learning. Jack Barnard, author, musician, speaking coach, performer, radio show broadcaster and founder of SourceWorks, which merges improvisation and theater techniques with personal growth and development speaks to us about how innovative learning can help us change our thinking so that we can get out of the perplexing conundrums that limit performance. After all, the thinking that got us into the situation we are in is definitely not the kind of thinking that will get us out.
131 days ago
Have you ever walked into an office and instantly felt comfortable – or completely the opposite? That "vibe" is all about energy – or rather, your sensitivity to that energy. The ways that energetic sensitivity affects corporate culture is the starting point for Dawna Jones' two-part discussion with Dr. Rollin McCraty from the the HeartMath Institute, whose research explores this intangible phenomenon. All working relationships with customers and colleagues start with you and your energy. And sales staff, teams, managers, executives are unknowingly creating a measurable electro-magnetic field that can be registered not only around you but also with a collective ‘energetic blueprint’ that characterizes company culture. In this first interview, Dawna explores how the mechanism works and how to make it work for you.
233 days ago
With companies cutting their creative talent to ‘survive’, the capacity and moment to shift to a higher level of leadership is being missed. Companies who live by living asset stewardship and the principles of nature have cultures that understand and see themselves as part of a living system. In this last of a series of interviews with Jay Bragdon, we look at South West Airlines culture as an example of an eco-risk company who has successfully organized themselves to be in alignment with stewardship in good times and in bad. While their example can be seen as an effective strategy none of the adaptations required can be done superficially. Join Dawna Jones and Jay Bragdon as they discuss what it takes to forge collectively a future with hope.
255 days ago
There is nothing like a crisis with money to bring out the capacity of the individual or the company to adapt. So how well positioned are companies who organize themselves and manage themselves around a core value for Life to finance themselves in tough economic times? In this third part of a four part interview with Jay Bragdon, author of Profit for Life, we explore this question along with why companies who manage by Living Asset Stewardship aren’t the ones running for bailouts; the benefits of seeing holistically when it comes to adapting to massive change and the signals that separate out a company ready to implode from one ready to grow through the crisis of the times. What sector is catatonic right now and what is the global impact of their behavior? Join Dawna Jones and Jay Bragdon to find out.
272 days ago
In the second part of their discussion about Living Asset Stewardship, Dawna Jones and Jay Bragdon examine some examples of companies that do things differently and whose goals encompass more than a narrow focus on the bottom line. As Jay explains, organisations that embrace the model of Living Asset Stewardship enjoy cultures that encourage learning and innovation – to the great benefit of all concerned.
