How do companies implement the three optional self-management structures and get them to work well?
What are the radical changes this Spanish organization successfully navigated in shifting to self-management?
Why do working people need to know their own life purpose in order to feel really motivated by their organization's larger purpose?
What can a willingness to be in inquiry into deep and difficult questions contribute to reinventing organizations?
What happens to engagement and innovation if leadership--in the most common paradigm-- regards the organization as a machine and people as replaceable parts?
Why does taking just one step away from the machine model, toward valuing agency, autonomy, and self-determination, often fail to produce desired results?
Which three worker capacities are the most comprehensive and powerful for building an innovative, engaged, agile business?
In current times of ambiguity, leadership and leadership development are undergoing several kinds of transformation. What are those and how do they show up?
What are some steps in introducing self-management practices into an established company, to produce excellent results?