Changing the World by Changing the Way We Make Decisions

Axiom News in the States recently interviewed Nate, following his appearance at the WorldBlu organisational democracy conference:

“While there are countless ways to better the world, Decision Lab facilitator Nathanial Whitestone says changing how we make decisions is the most critical and profound change we could make.

Co-founding Decision Lab one year ago, Whitestone says the U.K.-based organization aims to accelerate better decision-making in organizations by introducing models that encourage participatory decision-making and improved communication flows.

“At every point we are able to fix things technologically,” says Whitestone. “The key for me is every person having control over the way they work . . . . You can’t fully express yourself, fully express the gifts you have in life, if you don’t have input on the design of how you express them.”…  Read more here

The Miles Davies approach to facilitation

Co-leading a Facilitative Leadership day last week alongside London Creative Labs, I was enjoying later what we coined the Miles Davis approach to facilitation: bathe in the gaps and celebrate the words you don’t speak.


Leadership and Tao Te Ching

I really like this quote. I’ve been using it a bit recently while teaching and explaining Facilitative Leadership


The Master doesn’t talk, she acts. When her work is done, the people say, “Amazing: we did it, all by
ourselves!” – Adapted, from Tao Te Ching (17)


The Stop Button

London was burning.  The world saw an Arab Spring, and in London and San Francisco — across Europe and North America — we celebrated other people’s civil discontent as a sign of positive transformation.  Why did we not celebrate our own civil unrest? Read the rest of this entry »

Making time


The Growing Edge of Organisational Democracy

The WorldBlu conference on organisational democracy was organised around Traci Fenton’s 10 principles for what makes an organisation “democratic”.  While many people think “majority-rule voting” when they hear the word democracy, Traci thinks of freedom.  It is this broader definition that makes her vision worth hearing. Read the rest of this entry »

Integrity in Organisations

We often talk about — or hear about — companies and leaders and integrity.  Integrity is frequently defined as “acting in accord with high moral values” or the like.  I prefer a completely different definition which often has the same effect.  I prefer to speak of integrity as wholeness. Read the rest of this entry »

The Gamification Bubble

People are talking a lot about using games to drive business. Do people really feel overwhelmingly attracted to badges and leaderboards?

Well, no. We want many things, and little digital badges perhaps least.  We want the things the badges represent, if we want the badges at all.  Business-people that don’t understand the difference will put badges and leaderboards on their websites, call it gamification, get capital to grow (from internal or external investors) and then lose it all.  Because yet again, people will have mistaken badges (derivatives, stocks, tulips) for value.  Want to skip the bubble? Read on.

Read the rest of this entry »

Sociocracy – a permaculture way to organise?

Sociocracy – the term means ‘collaborative governance’ – hard-wires ‘People Care’ and ‘Fair Share’ into the fabric of an organisation by ensuring that every member has an equivalent voice in policy. Like other living systems a sociocratic organisation relies on cyclical feedback processes to stay in tune with its members and its environment. Some call Sociocracy ‘organisational permaculture’.
Read the rest of this entry »

Sociocracy – From obscurity to mainstream?

Francois Knuchel offers a personal plea for democracy in the workplace. You can find out more about dynamic or collaborative self-governance at the UK info hub.

Leaders, business schools, politicians, communities and organisations around the country seem to agree that after the 2008 crash the societal system as we know it no longer works, and our way of living and running our organisations is not sustainable. All seem to be grappling to find new ways of doing things, yet in the vacuum everything seems to revert to the status quo. Of course, as Einstein said, you don’t solve problems with the same ideas that created them…

Click here to continue reading at Sociocracy UK