New essays and research-backed guides, published weekly; free to read, written to help.
We manage systems and computers, we manage inboxes and workloads.
We are good at managing resources, not people.
We mentor people, we share with people, we learn from each other, and we guide each other. And when they are getting on our last nerve… we manage.
Every article and guide here builds on a small core set of ideas: vantages people need to consciously build, depth, a fluid dimension of scope, and tempo, a natural pacing that governs the rhythms of our dynamics.
They can explain why our change efforts work, and when they don’t. Learn it once, and organizational complexity might make a lot more sense.
Discover
We create organizations to create value. Craft, Networks, Contextual, Systems, and Coherence, are the are the vantages we to see the whole, in all its glorious complexity.
understand
From the technical to grand-strategic: the scope is fluid and often overlapping. The strategic level a question is asked at will govern the impact of the answer that’s given.
Connect
Do our efforts meet resistance in some areas not in others? Like a musician, or a dancer, can we find the tempo that guides us to a synchronized, mutual entrainment?
A project about the lessons we learn from others by the/jp/project