What It Is, How Accompaniment and Appreciative Inquiry Support It, and Why It Matters Most for Nonprofits What Do We Mean by “Transformative Scenario Planning”? Most planning tools assume the future is something an organization needs to predict and adapt to. Transformative Scenario Planning (TSP), developed by Adam Kahane of Reos Partners, starts from a different assumption: in situations that are genuinely stuck, complex, conflictual, and not working, the future isn't someth

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.

What It Is, Why It Matters, and Why Nonprofits Can't Afford to Skip It What Do We Actually Mean by “Capacity”? Every organization, at some point, runs into a version of the same wall: the mission is clear, the need is real, and the will is there, but something is missing that keeps the work from landing the way it should. That missing something is usually capacity. It's worth pausing on the word itself, because it gets used loosely. Capacity is the ability to do things, to ad

What It Is, Why It Matters, and Why Nonprofits Need It Most What Do We Mean by “Appreciative Inquiry”? Almost every organizational change process starts the same way: find the problem. Do a needs assessment, a gap analysis, a root-cause investigation, identify what's broken so it can be fixed. It's such a familiar sequence that it rarely gets questioned. Appreciative Inquiry (also referred to as "AI", not artificial intelligence) questions it directly. Instead of asking “what

Accompaniment - What it is, Why it matters, and Why nonprofits need it most

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

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.

The chessboard of thinking and acting strategically. Change is inevitable. It is a universal truth. No matter how much effort is spent in preventing change, there is no way to stop it. Because it is unavoidable, there are then only two options: do or do not plan for the change. Change can be good or even bad, and it affects individuals, groups, communities and whole regions. The real question is whether or not preparations have been made for potential and inevitable change. E

Our self-worth as a person is ultimately determined by our humanity, not by what we do.

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