Why They Matter, and Why Nonprofits Need Them Most What Do We Mean by Power Sharing and Reciprocity? Almost every relationship between organizations, or between an organization and the people it serves, carries some imbalance of power, who has the money, who has the expertise, who gets to define the problem, who gets to decide when it's solved. Power sharing is the deliberate practice of noticing that imbalance and redistributing decision-making authority rather than simply m

Why This Lens Matters, and Why Nonprofits Need It Most What Do We Mean by a “Complex Adaptive System”? Most organizational management assumes something simple underneath all the complexity: that if you understand each part well enough, each department, each program, each policy, you can predict how the whole will behave. A complex adaptive system (CAS) doesn't work that way, and organizations, as it turns out, are complex adaptive systems far more often than the org chart sug

What It Is, Why It Matters, and Why Nonprofits Need It Most What Do We Mean by “Capacity Leveraging”? Most organizations think about capacity the same way: build it internally. Hire the right people, train them well, tighten the systems, grow the budget. That instinct isn't wrong, but it's incomplete, and it quietly assumes something that usually isn't true, that an organization has to generate every capability it needs from inside its own four walls. Capacity leveraging star

Creating more ideas, more effective problem-solving and greater chances of success.

It is in the self-interest of groups to collaborate as they achieve more than they could by themselves.

Community members leveraged skills, passions, resources and capacity to strengthen overall community betterment.

The ability to bounce forward by people and the systems they depend on.

This video gives you 5 to 10 tested strategies and actions on how reciprocity is a powerful tool in accomplishing your goals and supporting the goals of others.

Current events are starkly exposing the weaknesses of traditional hierarchical, change-of-command, organizational structures and jobs where individual minds become like cogs in a mechanism. A mind is truly a terrible thing to waste. And so, I give you easy to understand and easy to enact strategies and actions to change use each other's minds and ultimately rethink how we traditionally work.

This video gives you steps and a model on how to share resources to accomplish your goals and missions and work with others to accomplish theirs.

Many people and organizations were caught by surprise by and unprepared for the "new normal" created by the pandemic. Here, I give you easy to understand and easy to enact strategies and actions to get you delivering on your purpose.

For organizations to survive and thrive depends on a fundamental shift in recognizing that their context is one of complexity rather than merely complicated.

If transformation is required to become a flourishing organization, journey boldly and reflectively. Greetings Colleagues! Remember from our past explorations … resilient and flourishing organizations recognize that they are complex adaptive systems functioning within a larger complex adaptive eco-system. These organizations emerge to address a community or market need (an external context driven, missing systemic piece or deficiency). They are built on foundational elements

"If I had not been in prison, I would not have been able to achieve the most difficult task in life and that is changing yourself." - Nelson Mandela

Organizations flourish through the ability to master change and the adoption of new ideas.

Real change becomes a function of the quality of awareness and commitment of the people involved.

Resilience is a strategic capability. It is an organizational "lifestyle".

Leading through and within change requires people and leaders who are resilient.