Podcasts about Sensemaking

What are responsible ways of engaging with ambitions around change? ...Karina Solsø is a self-employed organizational psychologist, who works part-time at the Doctor of Management Programme at University of Hertfordshire, where she supervises Ph.D. students researching complexity in organizations. She also works as an external lecturer at Aalborg University supervising students doing a masters degree. Except from the work at universities, most of her clients work in senior roles in public and private sector companies in Denmark.Karina works with organizational change and leadership development, based on an approach of joint reflective inquiry into the social complexity of the situation at hand. She draws on her background as a psychologist to understand the relational situation in organizations, which she sees as key when working with change, but her work is also informed by philosophy, sociology and practice theories.Today, Abbie and Karina discuss emergent sensemaking; designing conversational arenas for exploring change; the conditions for and possibilities of upstream and downstream thinking; navigating the tensions of plurality by embracing “not knowing;” not erasing the otherness of the other; developing a practice of noticing; and creating social coherence through the responsibility of ethics....Stories Lived. Stories Told. is created, produced & hosted by Abbie VanMeter.Stories Lived. Stories Told. is an initiative of the CMM Institute for Personal and Social Evolution....Music for Stories Lived. Stories Told. is created by Rik Spann....⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Explore all things Stories Lived. Stories Told. here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Explore all things CMM Institute here.

In 2010, the Association for Information Systems formed a special interest group () to nurture an international community of academics that study the role of digital technologies in fostering environmentally, economically and socially sustainable development. Fifteen years later, we sit down with , the current SIGGreen president, to reflect on the progress we have made. What do we know about how digital technologies help greening our planet? What efforts in empirical, theoretical, and design work is still needed? Is our role to understand the role of digital technologies or do we need to push and enact change ourselves? We conclude that environmental questions and problems are now firmly on the radar screen of our discipline but more work needs to be done for information systems academics to transform the way we think about and use digital technologies.  Episode reading list Corbett, J., & Mellouli, S. (2017). Winning the SDG Battle in Cities: How an Integrated Information Ecosystem can Contribute to the Achievement of the 2030 Sustainable Development Goals. Information Systems Journal, 27(4), 427-461. Seidel, S., Recker, J., & vom Brocke, J. (2013). Sensemaking and Sustainable Practicing: Functional Affordances of Information Systems in Green Transformations. MIS Quarterly, 37(4), 1275-1299. Hasan, H., Ghose, A., & Spedding, T. (2009). Editorial for the Special Issue on IT and Climate Change. Australasian Journal of Information Systems, 16(2), 19-21. Watson, R. T., Corbett, J., Boudreau, M.-C., & Webster, J. (2011). An Information Strategy for Environmental Sustainability. Communications of the ACM, 55(7), 28-30. Jenkin, T. A., Webster, J., & McShane, L. (2011). An Agenda for 'Green' Information Technology and Systems Research. Information and Organization, 21(1), 17-40. Watson, R. T., Boudreau, M.-C., & Chen, A. J. (2010). Information Systems and Environmentally Sustainable Development:  Energy Informatics and New Directions for the IS Community. MIS Quarterly, 34(1), 23-38. Elliot, S. (2011). Transdisciplinary Perspectives on Environmental Sustainability: A Resource Base and Framework for IT-Enabled Business Transformation. MIS Quarterly, 35(1), 197-236. Kahlen, M., Ketter, W., & van Dalen, J. (2018). Electric Vehicle Virtual Power Plant Dilemma: Grid Balancing Versus Customer Mobility. Production and Operations Management, 27(11), 2054-2070. Gholami, R., Watson, R. T., Hasan, H., Molla, A., & Bjørn-Andersen, N. (2016). Information Systems Solutions for Environmental Sustainability: How Can We Do More? Journal of the Association for Information Systems, 17(8), 521-536. Corbett, J., & El Idrissi, S. C. (2022). Persuasion, Information Technology, and the Environmental Citizen: An Empirical Study of the Persuasion Effectiveness of City Applications. Government Information Quarterly, 39(4), 101757. Degirmenci, K., & Recker, J. (2023). Breaking Bad Habits: A Field Experiment About How Routinized Work Practices Can Be Made More Eco-efficient Through IS for Sensemaking. Information & Management, 60(4), 103778. Zeiss, R., Ixmeier, A., Recker, J., & Kranz, J. (2021). Mobilising Information Systems Scholarship For a Circular Economy: Review, Synthesis, and Directions For Future Research. Information Systems Journal, 31(1), 148-183. Haudenosaunee Confederacy. (2025). Values. . The Stakeholder Alignment Collaborative. (2025). The Consortia Century: Aligning for Impact. Oxford University Press. Hovorka, D. and Corbett, J. (2012) IS Sustainability Research: A trans-disciplinary framework for a ‘grand challenge”. 33rd International Conference on Information Systems, Orlando, Florida. Hovorka, D. S., & Peter, S. (2021). Speculatively Engaging Future(s): Four Theses. MIS Quarterly, 45(1), 461-466. Gümüsay, A. A., & Reinecke, J. (2024). Imagining Desirable Futures: A Call for Prospective Theorizing with Speculative Rigour. Organization Theory, 5(1), . Kotlarsky, J., Oshri, I., & Sekulic, N. (2023). Digital Sustainability in Information Systems Research: Conceptual Foundations and Future Directions. Journal of the Association for Information Systems, 24(4), 936-952. Gray, P., Lyytinen, K., Saunders, C., Willcocks, L. P., Watson, R. T., & Zwass, V. (2006). How Shall We Manage Our Journals in the Future?  A Discussion of Richard T. Watson's Proposals at ICIS 2004. Communications of the Association for Information Systems, 18(14), 2-41. Saldanha, T. J. V., Mithas, S., Khuntia, J., Whitaker, J., & Melville, N. P. (2022). How Green Information Technology Standards and Strategies Influence Performance: Role of Environment, Cost, and Dual Focus. MIS Quarterly, 46(4), 2367-2386. Leidner, D. E., Sutanto, J., & Goutas, L. (2022). Multifarious Roles and Conflicts on an Inter-Organizational Green IS. MIS Quarterly, 46(1), 591-608. Wunderlich, P., Veit, D. J., & Sarker, S. (2019). Adoption of Sustainable Technologies: A Mixed-Methods Study of German Households. MIS Quarterly, 43(2), 673-691. Melville, N. P. (2010). Information Systems Innovation for Environmental Sustainability. MIS Quarterly, 34(1), 1-21. Edwards, P. N. (2013). A Vast Machine. MIT Press. Meadows, D. H., Meadows, D. L., Randers, J., & Behrens, W. W. (1972). The Limits to Growth: A Report for the Club of Rome's Project on the Predicament of Mankind. Universe Books. Over the Hedge. (2006). . McPhearson, T., Raymond, C. M., Gulsrud, N., Albert, C., Coles, N., Fagerholm, N., Nagatsu, M., Olafsson, A. S., Niko, S., & Vierikko, K. (2021). Radical Changes are Needed for Transformations to a Good Anthropocene. npj Urban Sustainability, 1(5), .   

Each morning, people around the world wake up to more troubling headlines – from power outages in Spain and Portugal to intensifying drone attacks in Ukraine. For some people, diving into the facts and data behind these types of crises provides an increase in knowledge resulting in agency and response. On the other hand, a growing number of people feel overloaded with the constant stream of information about the multitude of threats in our world. How can people on this second arc of sensemaking still engage with these issues by grounding themselves in individual and community initiatives? In this week's Frankly, Nate reflects on the increasingly wide variability in people's ability to consume and metabolize information on the converging crises actively playing out in our world. He reflects on his own ways of making sense of it all, and what that means for the kind of educational work still needed to address our shared Human Predicament. How can we remain motivated to pursue meaningful work in times when we feel overwhelmed with the fragile state of the world? What is the role of information (and podcasts) in a landscape inundated with heavy news? And how might we draw on past sensemaking in order to move forward with building a future that is ‘better than the default'? (Recorded April 30, 2025)   Show Notes and More Watch this video episode on YouTube   Want to learn the broad overview of The Great Simplification in 30 minutes? Watch our Animated Movie. ---   Support The Institute for the Study of Energy and Our Future   Join our Substack newsletter   Join our Discord channel and connect with other listeners  

#MadeInCanada Key Themes and Ideas As I reflect on my podcast, "Hope & Possibilities: A Love Letter to the Future of Work," I am excited to share the key themes and ideas that will guide our journey in 2025. This podcast, previously known as "The Janus Oasis" and then "Hybrid Remote Center of Excellence," is undergoing its third rebranding, driven by a desire for a more concise and evocative name, a deeper exploration of the future of work, and a shift to solo episodes. Rebranding and Rationale I chose the new name to align with my existing newsletters on LinkedIn and Substack, reflecting my continued belief in the importance of flexibility in the future of work. The previous names had their challenges: "The Janus Oasis" was difficult to pronounce, and "Hybrid Remote Center of Excellence" was too long and cumbersome for everyday conversation. I humorously compare it to choosing a name for a child that you wouldn't want to use daily. Evolving Focus on the Future of Work My goal is to explore the future of work more broadly and deeply, acknowledging the rapid and unexpected changes happening globally. I aim to make sense of these changes and curate ideas that can help build a desired future of work. I plan to use futurist tools like scenario planning and backcasting to explore possibilities and strategize for the future. By imagining a possible future and determining the steps needed to achieve it, I hope to provide valuable insights for listeners. Shift in Podcast Format In 2025, I am transitioning to solo episodes, allowing for a deeper exploration of topics without the constraints of guest interviews. While I enjoyed speaking with guests, I felt that format didn't always permit the depth of exploration or the ability to connect different topics within a single episode. Exploring Diverse Lenses on the Future of Work I am interested in examining work through unconventional perspectives, including art and humor. I believe that if we can laugh at things, it helps us process the deeper meaning of change. For example, I might explore the future of music, fandom, and the well-being of artists, highlighting the asynchronous nature of the music industry alongside its emphasis on in-person experiences. Addressing Constant Change and the Impact of AI The podcast will address the increasing complexity of work due to continuous change and the significant impact of artificial intelligence. I emphasize the need for flexible thinking and the ability to connect trends across different industries. By looking at changes with nuance and making connections between trends in various industries, I hope to provide listeners with a comprehensive understanding of the evolving work landscape. Content Repurposing and Deeper Exploration I plan to revisit and repurpose the existing 100 episodes to create thematic playlists and offer more in-depth learning opportunities. This will allow me to take advantage of the wealth of content already created and provide listeners with more detailed explorations of specific topics. Focus on Value Creation and Audience Engagement My overarching goal is to create value for listeners interested in the future of work and navigating current and future workplace dynamics. I actively encourage audience feedback, questions, and suggestions via email and social media, expressing a desire to engage more directly with my listeners. I would love to feature questions from the audience and make the podcast more interactive. Publication Schedule The podcast will continue to be published on a quarterly basis, although the first episode of 2025 is being released towards the end of March. I intend to take my time with content creation and allow my interests to guide the direction of the episodes, embracing the journey and letting curiosity lead the way.     #FutureOfWork #RemoteWorkRevolution #HybridWork #FutureSkills #DiversityandInclusion #AgileLeadership #EthicalTech #WorkLifeBalance #CareerGrowth PodcastOnFutureOfWork #HopeAndPossibilitiesPodcast  In conclusion, "Hope & Possibilities" in 2025 promises a renewed and more focused exploration of the future of work. The shift to solo episodes, a broader thematic scope, and a commitment to audience engagement and leveraging past content suggest a deeper and more nuanced examination of the forces shaping the world of work. By incorporating diverse perspectives like art and humor, I aim to provide a creative and engaging approach to understanding complex issues, offering valuable insights for listeners navigating the evolving landscape of work. Answer from Perplexity: pplx.ai/share

In this special quasi-crossover episode, we stare deeply into the abyss while enjoying a beverage with renowned psychologist and occasional podcast co-host, Mickey Inzlicht.P.S. The Decoding of Naomi Klein is coming next week!Two Psychologists, One Anthropologist, Three Beers00:27 Introduction05:57 Mickey's Sabbatical in Japan12:13 Sensemaking 3.025:25 Francis Foster's Bizarre Podcast Roast34:38 Sabine Hossenfelder thinks Academia is Communism36:11 The Irony of YouTube Incentives39:34 Proper Criticisms of Academia43:28 Is Academia Centrally Planned?46:24 Culture War Pandering53:53 Entering the Matt-rix55:00 In Bed with the Russians notices the Red Scare Wounded Bird Pose01:00:03 On the etiquette of Replications01:06:17 Academic Debates on the Effect of Culture on Visual Illusions: Joe Henrich vs. Amir & Firestone01:11:18 The Legend of Captain Cook: Sahlins vs Obeyesekere01:12:58 Ideas vs People: Sarah Haider, Colin Wright and an epidemic of hypocrisy 01:17:19 Admitting Mistakes and Research Integrity01:24:38 Interpersonal Relationships vs. Adversarial Systems01:33:24 Wastage in Academia01:39:49 Elon Musk, Pregnancy, and Modern Cults01:49:01 Signing OffThe full episode is available for Patreon subscribers (1hr 51 mins).Join us at: https://www.patreon.com/DecodingTheGurusSourcesMickey's Substack: Speak Now, Regret LaterInzlicht, M., Cameron, C. D., D'Cruz, J., & Bloom, P. (2024). In praise of empathic AI. Trends in Cognitive Sciences, 28(2), 89-91.Chicago. And a summary article by Mickey!Bad Boys Done Good vs Triggernometry host Francis FosterSabine Hossenfelder - Should we defund academia?Alexander Beiner - From Rebel Wisdom to KainosJoe Henrich's thread responding to the Dorsa and Chaz paperChris' old blog on Captain Cook and the second partAmir, D., & Firestone, C. (2025, January 25). Is visual perception WEIRD? The Müller-Lyer illusion and the Cultural Byproduct Hypothesis. https://doi.org/10.31234/osf.io/y7mtfIn Bed with the Russians - Red Scared

With the help of Teacher-Powered Schools, Socol-Moran Partners, Stimpunks, and What School Could Be, we've officially announced our 4th annual virtual Conference to Restore Humanity for July 21-23, focused this year on the Quest for Connection. If you're interested in joining us, tickets start at just 50 bucks and you can find the full lineup at humanrestorationproject.org/conferenceToday I'm joined by Christian Moore-Anderson. And I wanted to have Christian on to talk about the ideas that drive his teaching practice and that he shares in his book, Difference Maker: Enacting systems theory in biology teaching. While that title may seem daunting, Christian's teaching would immediately look and feel to observers like “just good teaching.” But that's just the tip of the iceberg. Informing his theory and practice of teaching is a set of related ideas that I was largely unfamiliar with before encountering it in his book: cybernetics, systems theory, and enactivism. Cybernetics is simply a feedback loop. Just as someone steering a ship adjusts the rudder based on feedback from the ocean, so too does good pedagogy depend on what Christian calls “recursive teaching”, or a constant feedback loop of action, interpretation, and learning between teachers and students. You can connect with Christian on BlueSky @cmooreanderson.bsky.social.Difference Maker: Enacting Systems Theory in Biology Teaching - Christian Moore-AndersonChristian's Recommended Reading:From Being to Doing: The Origins of the Biology of Cognition - Humberto Maturana, Bernhard PörksenThe Pragmatic Turn: Toward Action-Oriented Views in Cognitive Science Edited by Andreas K. Engel, Karl J. Friston and Danica Kragic Understanding Systems: Conversations on Epistemology and Ethics - Heinz von Foerster The Cybernetic Brain: Sketches of Another Future - Andrew Pickering Runaway: Gregory Bateson, the Double Bind, and the Rise of Ecological Consciousness - Anthony Chaney Hosted on Acast. See acast.com/privacy for more information.

On this episode of Crazy Wisdom, host Stewart Alsop speaks with Andrew Altschuler, a researcher, educator, and navigator at Tana, Inc., who also founded Tana Stack. Their conversation explores knowledge systems, complexity, and AI, touching on topics like network effects in social media, information warfare, mimetic armor, psychedelics, and the evolution of knowledge management. They also discuss the intersection of cognition, ontologies, and AI's role in redefining how we structure and retrieve information. For more on Andrew's work, check out his course and resources at altshuler.io and his YouTube channel.Check out this GPT we trained on the conversation!Timestamps00:00 Introduction and Guest Background00:33 The Demise of AirChat00:50 Network Effects and Social Media Challenges03:05 The Rise of Digital Warlords03:50 Quora's Golden Age and Information Warfare08:01 Building Limbic Armor16:49 Knowledge Management and Cognitive Armor18:43 Defining Knowledge: Secular vs. Ultimate25:46 The Illusion of Insight31:16 The Illusion of Insight32:06 Philosophers of Science: Popper and Kuhn32:35 Scientific Assumptions and Celestial Bodies34:30 Debate on Non-Scientific Knowledge36:47 Psychedelics and Cultural Context44:45 Knowledge Management: First Brain vs. Second Brain46:05 The Evolution of Knowledge Management54:22 AI and the Future of Knowledge Management58:29 Tana: The Next Step in Knowledge Management59:20 Conclusion and Course InformationKey InsightsNetwork Effects Shape Online Communities – The conversation highlighted how platforms like Twitter, AirChat, and Quora demonstrate the power of network effects, where a critical mass of users is necessary for a platform to thrive. Without enough engaged participants, even well-designed social networks struggle to sustain themselves, and individuals migrate to spaces where meaningful conversations persist. This explains why Twitter remains dominant despite competition and why smaller, curated communities can be more rewarding but difficult to scale.Information Warfare and the Need for Cognitive Armor – In today's digital landscape, engagement-driven algorithms create an arena of information warfare, where narratives are designed to hijack emotions and shape public perception. The only real defense is developing cognitive armor—critical thinking skills, pattern recognition, and the ability to deconstruct media. By analyzing how information is presented, from video editing techniques to linguistic framing, individuals can resist manipulation and maintain autonomy over their perspectives.The Role of Ontologies in AI and Knowledge Management – Traditional knowledge management has long been overlooked as dull and bureaucratic, but AI is transforming the field into something dynamic and powerful. Systems like Tana and Palantir use ontologies—structured representations of concepts and their relationships—to enhance information retrieval and reasoning. AI models perform better when given structured data, making ontologies a crucial component of next-generation AI-assisted thinking.The Danger of Illusions of Insight – Drawing from ideas by Balaji Srinivasan, the episode distinguished between genuine insight and the illusion of insight. While psychedelics, spiritual experiences, and intense emotional states can feel revelatory, they do not always produce knowledge that can be tested, shared, or used constructively. The ability to distinguish between profound realizations and self-deceptive experiences is critical for anyone navigating personal and intellectual growth.AI as an Extension of Human Cognition, Not a Second Brain – While popular frameworks like "second brain" suggest that digital tools can serve as externalized minds, the episode argued that AI and note-taking systems function more as extended cognition rather than true thinking machines. AI can assist with organizing and retrieving knowledge, but it does not replace human reasoning or creativity. Properly integrating AI into workflows requires understanding its strengths and limitations.The Relationship Between Personal and Collective Knowledge Management – Effective knowledge management is not just an individual challenge but also a collective one. While personal knowledge systems (like note-taking and research practices) help individuals retain and process information, organizations struggle with preserving and sharing institutional knowledge at scale. Companies like Tesla exemplify how knowledge isn't just stored in documents but embodied in skilled individuals who can rebuild complex systems from scratch.The Increasing Value of First Principles Thinking – Whether in AI development, philosophy, or practical decision-making, the discussion emphasized the importance of grounding ideas in first principles. Great thinkers and innovators, from AI researchers like Demis Hassabis to physicists like David Deutsch, excel because they focus on fundamental truths rather than assumptions. As AI and digital tools reshape how we interact with knowledge, the ability to think critically and question foundational concepts will become even more essential.

As president of Catbird Content, Torrey Podmajersky helps teams solve business and customer problems using UX and content. She has written inclusive and accessible consumer and professional experiences at Google, OfferUp, and Microsoft, and now for clients of Catbird Content. She wrote the best-selling Strategic Writing for UX, and teaches at schools and conferences in North America and Europe.In this episode of the podcast, Sophia and Torrey talk about why people tend to be biased toward stories they understand, how facilitating with sticky notes helps level the playing field for ideas, and how Torrey used OOUX to untangle the “spaghetti” of requirements, system objects, and team vernacular at a large company we all know. Follow Torrey on ⁠LinkedIn⁠ Afflilate link to Torrey's book⁠, "Strategic Writing for UX" ⁠Early release second edition of Strategic Writing for UX⁠ Learn about Catbird: ⁠www.catbirdcontent.com⁠ Early release chapters (so far) of UX Skills for Business Strategy⁠ Sign up for UX Level-Up!

I was recently reading the January - February 2025 issue of “Science Scope”, a publication of the National Science Teaching Association. In this issue, I read the section, “From the Editor's Desk,” written by Patty McGinnis.  She wrote an article entitled, “Helping Students Make Sense.” Creating a classroom in which the emphasis shifts the learner role from “learning about” to “figuring out” requires students to engage in the collaborative task of sensemaking.  The type of classroom discussion is critical to sensemaking.  STEM Teaching Tools, at: https://stemteachingtools.org/tools can help you plan for student discussions.

On this month's innovation conversation to highlight key topics in the countdown to the Apex technology and innovation conference this April in Washington, sponsored by Clarion Defence, Bryan Clark, the director of the Center for Defense Concepts and Technology at the Hudson Institute think tank, joins Defense & Aerospace Report Editor Vago Muradian to discuss his new report — Winning the Fight for Sensing and Sensemaking  — why DoD needs a strategy to degrade China's sensing as well as command and control; how China's seabed to cislunar sensing networks compare to US capabilities; vulnerabilities of China's networks compared to those of the United States; how the Pentagon should connect a counter-sensing and network disruption strategy with kinetic effects; the logic of being able to counter China's sensing and sensemaking capabilities in peacetime; progress report on US efforts to counter China's C5ISR capabilities; scaling cyber and electronic warfare capabilities and encourage new defense economy firms to the segment; and an update on planning for the Apex innovation conference. To learn more about the Apex conference, sponsorship and attendance opportunities please visit apexdefense.org

 @JakeRoque  Art, Psychedelics, Jordan Peterson Genesis Lectures, & TLC | Lucas Vos & Emilee Verduin | JRP #1 https://youtu.be/oOqWrWLzGDY?si=ra2u8-mvO43WRUEh  @TFLEV  The First VW ID.Buzz Road Trip Was a TRAIN WRECK...We're Giving It A Second Chance! https://youtu.be/4hCz2Yucc9c?si=xjSaOJcfVkf1zTSw  @HolbergPrize  Is the West in Decline? C. Miller-Idriss, Y. Varoufakis, and K. Kisin. The 2024 Holberg Debate. https://www.youtube.com/live/37NcXBB1gMs?si=AhEIjAVNJLKd3p9R Louise Perry Myth of Female Agency https://www.louiseperry.co.uk/p/the-myth-of-female-agency Michael Nayna World III War https://www.michaelnayna.com/p/the-cyber-planet-war Mary Harrington Scrolling Towards the Divine https://www.maryharrington.co.uk/p/scrolling-toward-the-divine Spencer Klavan Light of the Mind (affiliate link) https://www.maryharrington.co.uk/p/scrolling-toward-the-divine   Paul Vander Klay clips channel https://www.youtube.com/channel/UCX0jIcadtoxELSwehCh5QTg Bridges of Meaning Discord https://discord.gg/5PYpJr2r https://www.meetup.com/sacramento-estuary/ My Substack https://paulvanderklay.substack.com/ Estuary Hub Link https://www.estuaryhub.com/ If you want to schedule a one-on-one conversation check here. https://calendly.com/paulvanderklay/one2one There is a video version of this podcast on YouTube at http://www.youtube.com/paulvanderklay To listen to this on ITunes https://itunes.apple.com/us/podcast/paul-vanderklays-podcast/id1394314333  If you need the RSS feed for your podcast player https://paulvanderklay.podbean.com/feed/  All Amazon links here are part of the Amazon Affiliate Program. Amazon pays me a small commission at no additional cost to you if you buy through one of the product links here. This is is one (free to you) way to support my videos.  https://paypal.me/paulvanderklay Blockchain backup on Lbry https://odysee.com/@paulvanderklay https://www.patreon.com/paulvanderklay Paul's Church Content at Living Stones Channel https://www.youtube.com/channel/UCh7bdktIALZ9Nq41oVCvW-A To support Paul's work by supporting his church give here. https://tithe.ly/give?c=2160640 https://www.livingstonescrc.com/give  

The authors offer an empirically informed model of learning of clinical reasoning in the clinical environment by drawing on the concept of "sensemaking". Read the accompanying article here: https://doi.org/10.1111/medu.15461

The Sensemaking, Action, and Leadership Training (SALT) for Climate initiative tackles a crucial blindspot in today's climate response: the lack of conscious, integrative sensemaking as a foundation for meaningful action. SALT for Climate brings together cutting-edge psychosocial research, skilled facilitation in human dynamics, and transformative Big Picture metatheories to help climate leaders address the psychological and systemic gaps in existing political, economic, and scientific paradigms.
 Through specialized training and coaching, SALT enhances the emotional, social, and consciousness capacities of those leading climate efforts, bridging the divide between climate policies and public understanding—a gap that often stalls progress and drives polarization. This scalable approach complements the scientific and technical aspects of climate action, fostering greater public engagement and supporting more impactful, integrative climate leadership. 
In this episode of IAM Insider, host Josh Leonard sits down with Gail Hochachka and Lisa Gibson, leaders of the SALT for Climate initiative, to explore their pioneering approach to climate action. They discuss the often-overlooked psychological and social dimensions of climate work, share insights from their work on collective sensemaking and leadership training, and explain why a focus on human dynamics may be the missing piece in our response to the climate crisis. Listen in to discover how SALT for Climate is helping us rethink what effective climate action looks like.

That's right—we're back in the heady world of sense-making, but don't worry, we're just in time to witness the final resolution of the ever-looming 'Meaning Crisis.'Join Matt and Chris as they embark on an epic journey with the cognitively inclined philosopher John Vervaeke and none other than the uber-guru, Jordan Peterson, himself. Together, they navigate a vast semantic web of meaning that spans discussions of Power, Beauty, Love, Religion, and, of course... the Logos!Along the way, we'll probe the limits of complex wordplay and autodidactic insights, consider the ancient art of delegation, and ponder how the religious-shaped void might just be filled with engagement in Dialogos. On the more mundane level, we'll also explore the inner workings of Jordisan Academy, the logistics of the 'We Who Wrestle with God' tour, upcoming Sensemaking cruises, and the vital multivitamins every Responsible Man should be taking.So come along as Matt and Chris grapple with the Omega Rule, cast aside their reductive materialism, and bow down in horror and awe to worship the words that the eternal Logos issues forth.LinksThe Meaning Crisis: Resolution | Dr. John Vervaeke | EP 482The Stoa: Wisdom Signalling & the Wisdom of Criticism w/ John Veraveke, Chris M, Chris Kavanagh, & Matt BrowneA Bit of Fry and Laurie: A Bit of Fry & Laurie Concerning LanguageJohn Vervaeke: Awakening from the Meaning Crisis

In this episode of the Agile Uprising podcast, hosts Andy Cleff and Chris Murman welcome back Ken Rickard for a dive deeper into the concept of sensemaking in organizational change and continuous improvement. Ken discusses the importance of moving beyond frameworks to address complexity with complexity, the power of storytelling and metaphors in change management, and the value of discovery-based approaches. The conversation explores how to define and measure behavioral changes, the challenges of implementing peer-based feedback systems, and the future of Ken's work with Jason Little in expanding on the ideas from their book "The Six Big Ideas of Adaptive Organizations: From Frameworks to Sensemaking" Links Management 3.0 Complexity Thinking: The Six Big Ideas of Adaptive Organizations - From Frameworks to Sensemaking: Contact Info About the Agile Uprising If you enjoyed this episode, please give us a review, a rating, or leave comments on iTunes, Stitcher or your podcasting platform of choice. It really helps others find us.  Much thanks to the artist  from  who provided us our outro music free-of-charge!  If you like what you heard,     to find more music you might enjoy! If you'd like to join the discussion and share your stories,  please jump into the fray at our  We at the Agile Uprising are committed to being totally free.  However, if you'd like to contribute and help us defray hosting and production costs we do have a .  Who knows, you might even get some surprises in the mail!

Samantha Sweetwater is a coach, author, holistic practitioner (webpage, LinkedIn, Instagram). We spoke of what is to have lived with the awareness of existential risk for 50 years. Which places it may take you. We speak of what it means to live in these times we live in and the possibilities it offers us. We speak of embodiment, enlifenment, aesthetics, sensemaking, attention, animism, suspension of disbelief. We speak of wisdom. And what we can do now to build capacity. Towards the end there is a radical invitation. What if, we are the ones that in the future will be known as "we were the ones who came home"? Enjoy. Host: Amit Paul

Join Brian and Ken Rickard as they delve into why agile transformations get stuck and uncover strategies for creating adaptive, resilient organizations and people. Overview In this episode, Brian sits down with coach, author, and Lean Change agent, Ken Rickard to explore the common pitfalls of agile transformations and the commodification of agile practices. Ken emphasizes the need to focus on people rather than processes and introduces the art of change, which includes self-awareness and adaptability. And shares the six big ideas of adaptive organizations, such as sense-making strategies and leadership agility. Tune in to learn how to navigate transformation challenges and create an environment that fosters resilience and adaptability. References and resources mentioned in the show: Ken Rickard Insight The Six Big Ideas of Adaptive Organizations: From Frameworks to Sensemaking by Ken Rickard and Jason Little Agile Manifesto For Software Development Lean Change Mountain Goat Software’s Agile for Leaders Training Join the Agile Mentors Community Mountain Goat Software Certified Scrum and Agile Training Schedule Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Ken Rickard is a spark for transformative good — a change alchemist, deep thinker, and a catalyst for personal growth and organizational evolution. With over 15 years in the agile community, he's honed the art of navigating change and embracing adaptation as the true essence of agility. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have a really special guest with us. I have Mr. Ken Ricard with us. Welcome in, Ken. Ken Rickard (00:12) Thank you. Nice to be here. Brian (00:14) Glad to have Ken here with us. Ken recently spoke at the the global Scrum Gathering, in New Orleans that I was at as well and had a really interesting, actually had a workshop slot there for a workshop titled Humans Agile and Change, How to Get Your Transformation Unstuck. And wanted to have Ken on to kind of talk through that a little bit. But before we do, for those people who aren't familiar with Ken, let me give you a little bit of an introduction here. Ken is an enterprise coach and change alchemist. I love that. At a company called Insight, he co -authored a book called The Six Big Ideas of Adaptive Organizations, which I know we're going to get into here in this conversation. He's a licensed facilitator of Lean Change. He's an IC Agile authorized instructor. So he's got just a load of credentials and a load of experience to bring to the table here with this. So Ken, let's get into this. Let's talk about humans agile and change and how to get transformations unstuck. What do you think is the main cause of transformations getting stuck? Ken Rickard (01:31) Yeah. So I think, you know, we're all feeling the effects of the high of agile. And I think now we're, we're starting to come down a little bit in the industry. I think everyone's feeling that effect. I mean, I see so many agile coaches on LinkedIn that are still looking for roles and whatnot, scrum masters, you know, a good bit of that, though, I think it's a blowback from the industry and just companies in general who, when they need to tighten the belt, they're actually beginning to look at the roles they've got and figure out which ones that they can do without for now. Or maybe they can do with roles they've already got. And so the effect of that, I think is coming from this idea that, you know, the agile industry, let's even narrow that a little bit more and talk about scrum specifically, has really kind of in the industry has become commodified around this idea that it's a process. And that we just like, we used to do this thing over here and we can just go to the shelf and purchase like scrum in a way. And then like. take that and just drop it into the spot and the practices we used to do. And so when it was only viewed as a process replacement for what they're doing now, it's very easy when, things get rough or tough in the industry as they've been over the past year, year and a half, two years, that our natural, you know, kind of inclination is to kind of hunker down and that hunkering down is to go back to what's comfortable to us, which is typically non -agile, non edge. things because that edge is actually kind of uncomfortable. And so we want to kind of go back and go back into our hole and actually like do the things that we're most comfortable with as an organization or as leaders. And so, yeah, I think that's been kind of what's been happening. And it's just, you know, the follow up from that, I think it's just now hitting the industry, I think in the current times now. Brian (03:10) Yeah. Yeah, I agree. I mean, you talk about it being a commodity and I can definitely see that across the different organizations that do certifications with this, and we're both trainers, we both do trainings. The hard part for me as a trainer is that I don't wanna... discourage people from getting training because I think the training is an important step, right? I think it's you know, you got to know the basics before you can play a sport and You know, if this is the team sport, but it's it's so much easier for me to tell someone all right Well, there's these roles these events and these artifacts Ken Rickard (03:49) Mm -hmm. Brian (04:05) and they can just go, you know, start putting it into their schedule. Here's the events we're going to do, and we have these meetings at this time. It's easy to do that, but it's hard to say, all right, what is openness? And how do we operate in an open environment, you know, or how do we treat each other with respect as we go through this kind of thing? That's hard to train, you know? Ken Rickard (04:10) Right. Right. Yeah. Yeah. Yeah. And coming from the, you know, I've spent a three and a half, almost four years now, I think with lean change and Jason little, and, and obviously we co -wrote co -wrote the, the book together, but the, I think the thing that I've learned from all that is, I mean, I want to say that at the beginning, the intention of the folks that created the agile manifesto for software development, their intention was really to help the industry change, but from a software development and probably an adjacent request would have been that the project management kind of behavioral patterns that were there and existing already. They could have actually kind of caused that trajectory to start to shift. And they obviously did over time. I think the one thing, if I had a time machine and I could go back and I could just plant a little seed with those 17 folks, it would be to not look so narrowly at the organization, like just the software development part. Because I think that's what's caused agile and scrum to become that thing that those IT developers do. And it's actually in a way done a disservice, I believe, to the industry at large and then just kind of the trajectory over time and where we kind of landed over these past few years. And it's why with lean change, what I'm trying to do, and I'm not the only one trying to do this. There's a number of folks out there trying to do this as well. But I think Jason and I, what we're trying to do and all the lean change facilitators is to get people to realize. that at the end of the day, everything is really about change. So scrum is just a process. It has all these, like behavioral patterns that come along with it. You're going to need to change, but those things aren't laid out necessarily exactly explicitly in the scrum guide. So you can read through that with your current understanding and your current lens of the world. And you can go, okay, I got this. And okay, all I need to do is go and create a scrum master position and I need a product owner and we need to do these events and then we need to set up these artifacts. And, and that can very easily lead to that kind of mechanical approach to scrum because that's kind of the world they've come from, right? If they've come from kind of project management world where everything is very laid out, very kind of straightforward and linear and then sequentially executed. And I think what we would all probably agree is that what's really missing is that mentality shift and. and the perspective shift. And to get there, we got to really focus on people change. Like, and I don't mean just like, Hey, we're doing a new process. So what do I need to do differently? Or, Hey, we put, we installed this new piece of governance software. So what buttons do I need to push differently? I'm talking about like actual evolution of the individual, their beliefs, their behavioral patterns, and the rituals that match up to those behaviors and beliefs that set underneath them as a person. Brian (06:52) Yeah. Yeah. Ken Rickard (07:14) And so that's what we're really trying to focus on from Lean Change is we're really trying to help people understand that, that to do those things well, to do things like Scrum well, you really have to focus not just on the process change or the technology change, but actually on the people change. You may even have to focus on structures and strategies as well. Brian (07:31) So I'm trying to channel my inner listener and try to think of what they might be asking or thinking about in hearing this. And I mean, what I think about is, all right, well, let's say I'm an organization and I buy an end to all this stuff. And I'm like, yeah, yeah, yeah, we've tried that. We've tried to implement this stuff and it's all about process and we'd rather not do that. We want to do it the right way. Where do you start? How do you start to... Ken Rickard (07:38) Yeah. That's it. Yeah. Brian (08:00) you come in and just say, hey everybody, we're gonna change how you think and how you, how do you start to get the organization to shift like that? Ken Rickard (08:06) Yeah, that's tough. Yeah. Yeah. And I would actually, I would point the finger right back at ourselves first. I mean, this is the journey I've been on for the past five years. You know, I mean, I, I actually talked about this in the session at the global scrum, scrum gathering. I told the crowd there. I was like, like five years ago, Ken, like if anybody challenged anything or didn't understand how scrum worked, I would essentially kind of like, Brian (08:14) Ha ha ha. Ken Rickard (08:34) just picture this idea of Ken taking them by the arm and leading them over to the Scrum Guide and being like, look, here's what the Scrum Guide says. And that was kind of my go -to thing in a way, variations on that, obviously. But at that time, it was mentality -wise, I was just like, okay, well, we just need to do Scrum. If we just do it well and we do it like it says we're supposed to do it, then it'll fix all the things. And that didn't really get the best response out of it. everyone. You know, it wasn't until I started to shift myself and my own perspective and start to really understand that, okay, I'm not the snake oil salesperson that they probably think I am. I'm actually somebody who's trying to help them change. And so if I look at it from that perspective, now it becomes less about the process or the framework and all the specifics of the framework. And it becomes more about, okay, where are they now? Brian (09:18) Yeah. Ken Rickard (09:29) What mentality do they have now? What are the attitudes that they have about the things that I would hope to put in front of them? Like, are they, are they like, yeah, this is great. Let's do it. Or are they like, no, I don't know. Not so sure. Or are they like, no, that's a stupidest thing I've ever heard of. Like we would never do that here. so better understanding them as an individual and then being able to better show up in a way that is going to be conducive for them to see the need to change is actually the very first. Brian (09:42) Yeah. Ken Rickard (09:55) best thing that I ever did in the way that I shifted my own perspective and how I showed up. And then that started to actually unlock them and their ability to actually pay attention and realize how they needed to change. And then therefore the change started to go. It's a much slower route because you can just go take stuff off the shelf and be like, Hey, we need to do it like this. And you probably will get some traction with some folks, but you're probably going to miss a good bit of them too. So. Brian (10:20) Well, let me, let me ask you this because this is something I've kind of been wrestling with with some other guests on the podcast as well. It's just this, this concept that, you know, partly, I think what's behind some of the problems with this is, is also the short kind of nature of, of how we view change in organizations. And, you know, we want quick results. We, you know, we have a change initiative to do something and we want to see that, that, that benefit of that change in the next three months. Ken Rickard (10:42) Sure. Brian (10:49) And all of a sudden things are going to be completely turned around and we're going to do things differently. But that's driven a lot from this short -sighted nature of, you know, we got to increase our profits quarter by quarter. We got to, you know, please our shareholders and they don't have the long vision that we used to have in companies of, you know, 10 years or something. Ken Rickard (10:54) Yeah. Yeah. Yeah, I'm going to, I'm going to say something and I'm going to meet it in a completely different way. Planning. Let me explain what I mean by this. all right. And I don't want to make this into the lean change show either, but I'm going to talk about a concept, from lean change real quick. so bear with me, but, so there's this idea that has been created in lean change. It's called, we, we, we refer to it as a big next now. Really what it is is it's like. Brian (11:17) Okay? Hahaha. Ken Rickard (11:42) Think of like an overarching rainbow at the top of like, Hey, what's the largest, biggest thing we're trying to accomplish? And what's the strategy around that? And if we can define a high level strategy around that, it will help us be, get like an orientation towards what outcomes are trying to seek it at the grandiose level. Let's say it's an agile transformation. All right. Underneath there are like a series of smaller humps that are like, okay, what are the goals we might want to actually achieve? Let's make sure those are really loose. except for the ones that are in the very beginning. Does this sound familiar? I'm basically describing breaking down and iterating incrementally changing the organization, right? So, underneath that you'd have like what's referred to as like the lean change cycle. This idea that we go out and actually look at the organization and get data back on what might need to change instead of actually telling people what needs to change. Like, Hey, we're becoming a scrum team, or this is what scrum is, and this is how it works. Brian (12:21) Yeah, yeah. Ken Rickard (12:41) well, what if they just start where they are and maybe the first thing I add is like a daily, you know, maybe they don't have any kind of coordination events at all right now. And then their tolerance level to change is just minimal. So, okay. So as a coach or as a less even a scrum master, the first thing I might help them do is to actually just put in some frequency of a regular sink. That could wind up turning into something that we would recognize as a daily scrum or a daily standup, but. In the beginning, maybe they don't have the tolerance to go right directly to the thing. Maybe they'll reject that or resist that. So as, as a coach or as a scrum master who's focused on change and not the process of the framework, I would go in and actually help them figure out what the best changes for them right now. And that's the approach I've been using and it just works. It works pretty well. versus coming in and being like, Hey, here's what scrum is. Here's how it works. Let's go through this training. You know, we got to get all these things set up. We need, here's what perfect looks like. Brian (13:14) Yeah. Ken Rickard (13:39) guess what we can't get there. So yeah. Brian (13:43) Yeah, I mean, as I'm listening to you, I'm thinking, you know, it's a difference of listening versus telling, you know, like there's a, there's kind of a telling mindset of going in for a lot of coaching of, you know, what we would typically frame more as a consulting approach. You know, I have answers. Here's the answers for you. Just do the way that I've always done it and everything will be fine versus let's actually hear what your situation is. And. Ken Rickard (13:59) Yeah. Brian (14:10) what your needs are and what you're seeing going wrong and how can we address those issues? I love that. Yeah, yeah, exactly. Ken Rickard (14:14) Yeah, and experimenting through it and honestly showing up, showing up as, or knowing when to show up in a coaching stance, who is going to be more empathetic and more understanding and not going to give them all the answers and it's going to let them explore and figure it out. And it's going to shine the light in the dark corners of the room versus the consultant stance, which is going to show up in more of an advisory. Hey, If I see you all struggling, I'm going to kind of tell you what to do or show you what to do. And they may not be ready for that. So it's about knowing when to actually do one stance or the other and be able to be very fluid in those things. Brian (14:47) Yeah. Yeah, there's a, there's a phrase I'll use often in class when I talk about the coaching kind of mindset to say, you know, what we're trying to do is not build knowledge, but build capability. And if you build the capability, then people can then adapt and change when, when something similar comes along or something in the same realm, they can say, yeah, I remember last time when we had something like this, here's how I responded. So that, that ability, I think to. deal with change like you're saying. And if we have it ingrained in our mindset that, hey, we identify problems, we inspect them and we adapt as we go along, to me, that's so much more important to build into how we do things than it is to know, we got these four meetings or five meetings that we're gonna make sure we hold at a certain time. Awesome. Well, you know, I'd like to hear a little bit because I know, you know, your talk is somewhat loosely based on your book as well. And, you know, with a title like the six big ideas, help us understand. We may not have time for all six, but give us some of these big ideas. Ken Rickard (16:00) Yeah. Yeah. Sure. Yeah. Yeah. I'm also still, I think Jason and I are still trying to figure out if, how the word or the phrase big ideas is resonating with folks too, because in the agile community, you know, big, big is not a word that I think people will gravitate to very quickly, but, we're also trying to straddle the fence on the change community and the agile community. Honestly, what we're trying to do is I was joking around and I think we, I'm. Brian (16:21) Yeah. Yeah. Ken Rickard (16:31) might've wrote this either in the book that's out now or the bigger book that we're working on for later this fall. But I wrote somewhere that really the change community and the agile community should really go on a blind date because they never should have really been two separate communities in my opinion. And I think Jason would hold the same opinions and a lot of our lean change facilitators, I think would hold the same opinions. So yeah, so the book is really about trying to get Agilist to understand that their role is really about change. Brian (16:47) Yeah. Ken Rickard (17:02) They already know the agile bits and the iterative incremental and all that kind of stuff. And that the change community really needs to better understand the agility community and take some of those practices and apply it to the change. And if both sides do those things, we're going to wind up in the middle and everybody's going to be the same type of person or the same type of thing. Because at the end of the day, getting to agility, like this idea of the characteristics of being nimble and being able to adapt to what's going on with a certain grace and resilience. Brian (17:25) Yeah. Ken Rickard (17:31) that set of characteristics is really, I think what the agile industry is hoping to go for. And yet a lot of the folks that find these things come to it with their current understanding and they don't really, aren't really looking to change themselves and how they see things, their perspective. And so that's how we get into this commodified kind of off the shelf version of it. And so I think we're just trying to get people to realize that. Look, if you look at these big, these six big ideas, which are really just sense making strategies. At the end of the day, that's what they are. You should be able to sense your way through what your context, your organization, given the changes that are going on. you know, what are those circumstances? How well do you know those circumstances? If you can understand those things in a sense making way, you'll be able to show up in a way that it actually be conducive to help that organization change, no matter what the scope of the changes. Let's say you're a store master. It could be your scope of your change is essentially your team or teams. Brian (18:25) Yeah. Ken Rickard (18:29) And the product that they're building, let's say you're an agile coach. Okay. Maybe it's somewhat wider than that. I don't know. I'm still on the fence about what the difference between agile coaching and scrum master is. That's another podcast though. I think, or let's say you're somewhere higher up in the organization. So whatever your purview is, whatever your scope is, that context is really what we're trying to do. We're trying to help you and the others around you understand what it is that you're not paying attention to, what it is that you don't understand. Brian (18:39) Yeah. Ken Rickard (18:58) or that you might think you understand about your organization. So it's really six ideas to help people kind of unravel that about their organization and themselves. Because like, for instance, one of the six big ideas is something that Jason had created quite a long time ago called the four dimensions of change. And what it says is that there's four things that you really probably need to focus on as, as a agent of change. And that is yourself. So like, Brian (19:07) Yeah. Ken Rickard (19:26) Your set of beliefs about things, you know, how you show up because how you show up actually affects how others receive or perceive you. And then that impacts your ability to influence others and actually help them change. And then it goes on to say there's, the big ideas or strategies that you can deploy from, from a change perspective, typically minimally viable practices, or strategies. And then the last bucket in that four dimensions is, tools and practices. You know, the things that we have the most affinity for and tend to go to first, and kind of ignore the other three things. So it's, so that particular big idea is trying to get people to recognize that, no, there's like a bigger kind of art and science here to helping people change. It's not just about the science, like the strategy and the tools and practices to be good at those things. Most likely you got to focus on the art of change, which is yourself and your stance or how you show up. Brian (19:59) Right. Right. Yeah, I'm gonna share one of my geeky subdivisions here in making this quote, but it reminds me of in the musical Hamilton, there's a line in there that George Washington says to Hamilton where he's talking about, you know, Hamilton has these visions of going off and dying like a martyr and George Washington says, dying is easy young man, living is harder. And. Ken Rickard (20:30) Yeah. Yeah. Brian (20:51) That's kind of how I see this. I'm not saying we're dying or making a choice between dying or not, but I am saying that the practices side of thing, practice is easy young man, culture is harder. It's just harder to try to implement those things. And I think a lot of times, I don't know if it's, I think individually sometimes as coaches we can get lazy. Ken Rickard (20:55) Yeah. Brian (21:18) and go to the things that's easier to tell people about. But I also think that it's an institutional thing because it's much easier for me to certify somebody or give them a credential saying that, hey, this person knows their stuff when I can test them on facts and figures and how long is that meeting and that sort of stuff versus. Ken Rickard (21:20) Mm -hmm. somebody. Yeah. Please. Brian (21:41) you know, how do you change the mindset of the culture of the organization when they're really into quick solutions and they're into trying to get things out the door as fast as possible and not focus on quality. It's harder, right? It's just, it's more difficult. Ken Rickard (21:55) Yeah. Yeah. Yeah. Yeah. Yeah. You're hitting on one of the other six big ideas right now. Actually two of them, but we can start out with the explain the one. So there's another one that we made called the, the two change strategies of effective organizations. And so what this one says is that there's two ways that you can probably improve or change your organization. And that's a fractal statement in an organization because again, we're only talking about whatever context you have. Brian (22:06) Hahaha. Ken Rickard (22:27) Cause if you're a SCAR master, we're talking about the context you have of the teams you're working with. Agile coach or something higher up than that, whatever context you have. So, okay. So within your context, you probably have two ways to think about and try to help your organization change. And those two ways are either optimizing what they already do to make it better, faster, cheaper, or evolving the way they think about what they do so that they can actually succeed in ways that they never have before. And I'd be, I'll go out on a limb and say that every, at the very least, every single company I've come across that's doing agile and whatever way they call it, is really trying to do it from the purpose of the optimization, better, faster, cheaper. I think there are very few companies around the world that are actually taking it seriously enough to do the evolution part to actually change the way they think about how they do things in such ways that they're actually elevating. their set of beliefs and behavioral patterns, not just as individuals, sorry, as individuals, but as a collective and then ultimately as an organization. And so it's really trying to get you to, to focus on what is it that we actually are trying to improve? Is it just that we're trying to optimize what we're doing now? Cause that's a take scram off the shelf and just drop it in, you know, or that's send people to training and like come back and be like, cool, you're certified. Brian (23:33) Chief. Ken Rickard (23:49) But if we don't ask the hard questions around, okay, well, what are you gonna change about your behaviors? Then they're likely not focusing on evolution. And if we're not coaching them through that, yeah, not really going anywhere. Brian (24:01) Yeah, do you think organizations just don't know what they don't know? I mean, because I know you're right, they do want better, faster, cheaper. And that's sort of the end goal that they're coming at a lot of this stuff with. They just not recognize that it's really the change capability that they should prioritize. Ken Rickard (24:05) It's like. Well, I think it's because they focus. So what's really easy for a lot of organizations to change. There's a, we're going to keep tying these five, sorry, these six big ideas together, I guess, because there's another one called the five levers of change. And what that one is, is a, it's a circle of five things with people being the biggest circle in the center. And then on the four corners of it, it's basically process and technology strategies and structures. Brian (24:32) No, that's great. Ken Rickard (24:48) And so if we look at that as a systems approach to changing an organization, the reason why it's called the five levers is because they can pull any levers in any combination they want in order to try to change their organization. But the easiest levers to pull are process and technology. So, Hey, let's do scrum and we need to install Jira or Azure DevOps. Right. And that's generally where these kinds of things start because it's within the control of the teams oftentimes to make those changes. It doesn't impact a larger organization to, well, it can, but probably to a lesser extent initially. So the teams have some level of autonomy or local control to start making those changes. They don't run into problems or impediments or just kind of organizational dysfunction until a little bit down the road so they can kick that can down the road. And so I think it's, I think it's that that causes us to gravitate towards a process and then just pull that lever pretty easily. And, and that's an optimization lever. So if you tie those two ideas together, it takes the other side of those five levers, the structure and the strategies, which are all built on beliefs. You know, like if I'm a leader in a hierarchy who's worked 20 years to get to my lofty management position, I'm going to be a lot less likely to take a empathetic kind of delegated approach to my management style because I put in a lot of hard work to get to where I am now. And there's no way you're going to tell me now. Brian (25:48) Yeah. Ken Rickard (26:18) 20 years that I now have to change the way I operate? Like, no, I'm in control here. So I think we're also battling that a little bit too. Brian (26:20) Right. Yeah, what I've done got me here. So why would I do something different now? Right? Ken Rickard (26:32) Right. Exactly. Brian (26:34) Yeah, I've battled that in multiple occasions, for sure. One of the places I worked was a newspaper. And if you want to talk about people not wanting to change their mindsets of, hey, what do you mean that people don't want to have delivery of their newspaper on their front doorstep every day like they've done their whole life? Yeah, it's crazy. Well, this is great stuff. I'm really enjoying this. Ken Rickard (26:49) Yeah. Yeah. Brian (27:03) Do you have one last big thought, big idea to leave us with here? Because we're almost out of time, but what have we missed in these big ideas? Ken Rickard (27:13) Yeah, probably the other big one that comes up a lot. one of the other six that I haven't talked about yet is the, what I call the three agilities. And we'll tend to focus on the delivery agility, which is like, Hey, we, we can help you team better and people better at the team level where you're delivering. And we can help you become more product led. And we can also help you with your technical excellence, you know, like DevOps types things, right? Brian (27:21) Okay? Ken Rickard (27:38) And I think we could probably draw a circle around those three things and go, you know what, for the vast majority of the agile industry, this is what they think agile is. But in my opinion, that's only one of the agilities an organization needs in order to actually possess the characteristics of agility. And the other two would be change agility. The idea that we are adaptable to the change that we cannot control and that we actually can adapt well in a resilient way to the change we can control within our organization. And that we're constantly evolving to get better at that so that we can sustain change in a graceful way over time. So that's change agility. And then the third one is probably possibly the most important one. And that is leadership agility. This idea that if we don't create the environment for change to take place in a conducive way that is productive and adaptable. then we won't change and we'll stay stagnant and we'll stick to our standardized approaches in a stagnant way. And then delivery will suffer even though we can put new things on top of it and we can call things new words, it won't actually change. And the leadership agility is really about not just trying to teach leaders to be more competent. That's generally what management consulting and a lot of other folks are focused on. It's really about trying to help leaders address their ability. to actually have a consciousness about themselves, that they can show up in ways that are actually enabling and empowering the organization to be adaptable and flexible and to be able to deliver and change in ways that are graceful and resilient. And so in my opinion, it kind of starts there even though a lot of them don't start. Brian (29:14) I love that. No, I love that. I think that's great because, you know, a lot of times you hear the complaints of people who come through classes that are kind of more team level in the organization. And it's, there's a lot of complaints about how management just doesn't understand, or we're bumping up against the glass ceiling, you know, kind of in our organization, we can't really Institute change or make the change permanent because, you know, leadership still wants things exactly in the old way. They haven't actually shifted. how they think about things. So I love that, I love that concept. I would agree there. Well, this is great stuff. And obviously, like I said, the workshop that Ken did at the Scrum Gathering was an hour and a half. And this is just a short little taste in half an hour. So there's no way we're gonna be able to cover it all here. I strongly encourage people, if they're really interested in this topic, if they're really interested in what Ken is saying, Ken Rickard (29:53) Thank you. Yeah. Brian (30:15) Check out the book the six big ideas of adaptive organizations. It's a great book And it'll go into detail on all of these these six big ideas that we talked about here And what we're gonna put lots of the links in our show notes here so if you want to just head on over our show notes you'll find links over not only that but to to Ken's organization the six big ideas network and you can find the website there and find the the Ken Rickard (30:24) Mm -hmm. Brian (30:44) classes and trainings that Ken is doing in this area. So we'll make sure that everybody can get to that. Ken, I can't thank you enough. Thanks for coming on and sharing your knowledge with us today. Yeah. Ken Rickard (30:54) Yeah, thanks for having me. It was fun.

Many curriculum decisions are made at the district-level, but each classroom teacher must figure out how to implement those decisions for themselves. We read a study showing how “philosophical fidelity” is far more important than “mechanical fidelity” to the success of district efforts to improve instruction. Later, we read a study of required behavior grades in Germany that shows those grades have zero positive impact on… well, anything.

.As a long-time B Corp devotee, host of the Soil to Soul Podcast, Senior Director of Regenerative Impact at Bonterra Organic Estates, and one of Wine Enthusiast's 2023 ‘Future 40', Jess Baum has extensive experience in sustainability, environmental education, farming, and permaculture. She joins us to discuss how some of the themes, tensions, and conversations in the margins at the 2024 US & Canada B Corp Champions Retreat reflect the state of the B Corp movement more broadly.View the Show Notes.Support the Show.We want to hear from you! Text us by clicking here or email us at beyond@lifteconomy.com with requests for content, suggestions for future guests, and feedback about our episodes.

Why did Rome fall? What can we learn from past civilization collapses to protect our own? How do we fix our Institutions? In this Win-Win episode I speak to Samo Burja - a leading geopolitical analyst and founder of the intelligence brief Bismarck Analysis. Samo is a prolific writer on nature of power, leadership, bureaucracy and governance. If you're worried about the health of our institutions and sense-making, this is the episode for you. Chapters 00:00:00 - Intro 00:01:40 - Common Themes of Historical Civilizations 00:05:13 - Loss of Knowledge 00:13:38 - Impact of Demographic Collapse 00:17:06 - Indigenous Knowledge Loss 00:21:13 - Role of Institutions 00:24:01 - The Succession Problem & Knowledge Loss 00:38:34 - Bureaucracy and Goodhart's Law 00:45:52 - Democracy and Monarchy 00:50:44 - Sensemaking & AI 01:07:13 - Building New Civilizational Games 01:23:27 - Great Founder Theory 01:33:34 - What Makes a Great Founder? 01:38:53 - How to Avoid Getting Drunk on Power 01:44:50 - Democratization of Technology & Vulnerable Worlds 01:53:52 - Geopolitical Predictions Links ♾️ Bismarck Brief https://brief.bismarckanalysis.com/ ♾️ Samo's Website https://samoburja.com/ ♾️ Samo's Youtube https://www.youtube.com/@UC4QYBbgLkGaULStiC5yc_1Q Credits ♾️ Hosted by Liv Boeree ♾️ Produced by Raymond Wei ♾️ Edit and Audio Mix by Ryan Kessler The Win-Win Podcast: Poker champion Liv Boeree takes to the interview chair to tease apart the complexities of one of the most fundamental parts of human nature: competition. Liv is joined by top philosophers, gamers, artists, technologists, CEOs, scientists, athletes and more to understand how competition manifests in their world, and how to change seemingly win-lose games into Win-Wins.

In this episode of the Agile Uprising podcast, hosts Andy Cleff and Chris Murman chat with Jason Little and Ken Rickard co-authors of . They explore the origins and motivations behind their new book, which aims to help organizations navigate change. The discussion covers the importance of understanding one's own context, the pitfalls of superficial efforts. They emphasize the significance of people in the process and the necessity of being comfortable with disruption.  The episode is rich with insights, making it a valuable listen for anyone involved in organizational change. Read the Book: Grab your copy of to dive deeper into the Six Big Ideas. Join the Conversation: Visit to explore interactive tools, watch explainer videos, and share your experiences with the community. Upcoming Courses: Stay tuned for Jason and Ken's virtual course series, where you can learn to apply these concepts to your own context. Links Read More Podcasts Contact Info Events ---- About the Agile Uprising If you enjoyed this episode, please give us a review, a rating, or leave comments on iTunes, Stitcher or your podcasting platform of choice. It really helps others find us.  Much thanks to the artist  from  who provided us our outro music free-of-charge!  If you like what you heard,     to find more music you might enjoy! If you'd like to join the discussion and share your stories,  please jump into the fray at our  We at the Agile Uprising are committed to being totally free.  However, if you'd like to contribute and help us defray hosting and production costs we do have a .  Who knows, you might even get some surprises in the mail!  

Buyer's are tired, frustrated and want to make a purchase decision, but they need help making sense of all the information and processes internally and externally.Guiding them, being a sherpa, helping them confidently make a decision is our role. Being empathetic to their situation of overwhelm and validating their feelings goes a long way.Connect with them to build trust, show your true desire to help over your desire to pitch and close the deal.Tune in where world renowned researcher, co-author of The Challenger Sale and The Challenger Customer and now Global Head of Research at Ecosystems Brent Adamson shares his knowledge and experience. He dives in  to what we should be doing as sales professionals to create a memorable experience for our buyers and the various dimensions to understand to align our solutionBrent's bio:"Brent Adamson is a world-renowned researcher, author, presenter, trainer, and advisor to B2B commercial executives around the world. Known as having the “biggest crystal ball in B2B sales,” Brent is the co-author of the best-selling, industry-changing The Challenger Sale and The Challenger Customer. He is also a frequent contributor to the Harvard Business Review, featuring his recent articles, “Sensemaking for Sales” and “Traditional B2B Sales and Marketing Are Becoming Obsolete.” Passionate about “productive disruption,” Brent served as the “chief storyteller” for CEB, now Gartner's, sales, marketing, and customer service practices, from 2003 to 2022, where he introduced industry-leading concepts such as Buyer Enablement, Sense-Making, and Customer Decision Confidence." (https://ecosystems.io/leadership/)Brent Adamson Shownotes00:49 Introducing Brent Adamson04:35 Welcome Brent!05:29 The Big picture: Buyer's Journey08:03 Navigating Systems10:10 "Socratic Guidance"11:48 Co-Creation, Intent, and Buy-In13:16 "As Diversity Increases, So Does Dysfunction"13:56 Brent's Breakdown15:11 Acknowledging Problems and Prioritizing Needs18:40 Adding Complexity and 5 Dimensons24:02 Leading with Understanding: Where are Buyers At?26:00 Empathy30:40 Guiding the Buyer 33:01 Expedient36:15 Reciprocity39:02 Leading with Ourselves: Acceptance and Insecurity42:36 Connecting to Your Purpose & Aligning Incentives46:30 Disarming and "Others-focused"47:22 Setting Yourself Apart: Show Up As A Human Being50:15 The Human Element: Showing Up with Your True Authentic Self52:45 Get In Touch with BrentGet In Touch with Brent AdamsonBrent's LinkedIn: https://www.linkedin.com/in/brentadamson/ Ecosystems.io:https://ecosystems.io/Email Brent: badamson@ecosystems.ioFor more content like this, join hundreds of other subscribers to The K2 Sales Academy. Our subscription based on line sales training platform. $495/year unlocks the Fundamentals of Sales program with built in knowledge checks, resource folder with scripts, templates and checklists as well as regular webinars. 1:1 and group coaching packages available as well. To access our free one week Trial visit The K2 Sales Academy

We shake our heads in despair at some truly terrible Guru crossovers:Old Man Health Routines: Jogging, Diets, and the Pursuit of 'Wellness'Jordan Peterson and Russell Brand offer the apotheosis of indulgent Christian-themed sensemakingTaylor Lorenz and activist journalismAre Twitch Streamers the Future of Journalism? No.Huberman gets himself in hot water over Marijuana episodeThe Value of Debating Pseudoscience with HubermanCasey Means: Cramming all the pseudoscience red flags into a single TweetWhen Red Scare met Steve Sailer: Ironic Hipsterism X Old Skool Scientific RacismLinksJBP Podcast: The Collective Unconscious, Christ, and the Covenant | Russell Brand | EP 444Washington Post: Twitch streamers become go-to news source for campus protest coverage (Taylor Lorenz)Red Scare: Sailer Socialism w/ Steve SailerHuberman Lab: Dr. Casey Means: Transform Your Health by Improving Metabolism, Hormone & Blood Sugar RegulationCasey Means Red Flag filled Pinned TweetNew York Magazine: The Man Who Invented Identity Politics for the Far RightThe full episode is available for Patreon subscribers (1 hr 43 mins).Join us at: https://www.patreon.com/DecodingTheGurus

This week I riff with Austin Wade Smith (they/them) — an animist, designer, ecologist, and creative technologist based in Brooklyn, New York and the Executive Director of Regen Foundation, a US-based non-profit working with distributed ledgers and AI to design sovereign regenerative economics. Austin's work explores opportunities for social, legal, economic, and information technologies to foster greater interdependence between individuals and our living world. They teach design and engineering courses related to their research at universities in New York.In this conversation we explore what Austin calls “a simple framework designed to expand the legibility of the ‘more than human world' (such as ‘Nature', Non-Humans, ‘More-than-Human Ecologies', etc.) to various anthropogenic infrastructures and technologies, with the aim of increasing the ‘surface area' through which non-humans directly exert influence on human-made systems.”How can we make ecosystems more legible to the economic and political contexts in which they now exist?Get ready for a conversation that up-ends conventional categories to hack open a new possibility space for human-machine symbiosis and technologically-assisted biospheric stewardship!PS — I'm trying to launch a NEW podcast, Humans On The Loop, about how to use our new AI superpowers wisely. Here's more info in case you'd like to help support this project or know someone who might!✨ Relevant Links:AustinWadeSmith.comTwitterLinkedInEssaysRegen Foundation“Legibility for Our Living World with Austin Wade Smith” on Ma Earth“Corporate Metabolism” by Xander Paco Nathan“The Singularity in Our Past Light-Cone” by Cosma Shalizi✨ Support This Show & The Family It Feeds:• Subscribe on Substack or Patreon for COPIOUS extras, including private Discord server channels and MANY secret episodes.• Make one-off donations at @futurefossils on Venmo, $manfredmacx on CashApp, or @michaelgarfield on PayPal.• Buy the music on Bandcamp! This episode features “Olympus Mons” off the Martian Arts EP.• Buy the books we discuss at the Future Fossils Bookshop.org page and I get a small cut from your support of indie booksellers.• Browse and buy original paintings and prints or email me to commission new work.✨ Select Related Episodes:• 217 - Gregory Landua & Speaker John Ash on Regenerative Accelerationism & How To Heal A Broken Internet• 215 - Social Science & Collective Intelligence with Brigham Adams of Goodly Labs• 213 - Amber Case & Michael Zargham on Entangled Technologies & Design As Governance• 212 - Manfred Laubichler & Geoffrey West on Life In The Anthropocene & Living Inside The Technosphere• 180 - Web3 & Complex Systems with Park Bach, Sid Shrivastava, Shirley Bekins, & Avel Guénin-Carlut at Complexity Weekend• 178 - Chris Ryan on Exhuming The Human from Our Eldritch Institutions• 176 - Exploring Ecodelia with Richard Doyle, Sophie Strand, and Sam Gandy at the Psilocybin Summit• 76 - "Technology as Psychedelic Parenting at Palenque Norte, Burning Man 2017 This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit michaelgarfield.substack.com/subscribe

In this final session the Varela 2023 speakers share their reflections and thoughts on various topics discussed during the symposium. The conversation includes discussions about the relationship between knowledge and […]

Andreas Roepstorff gives a charming talk on world and sense making, noting that precariousness, connectedness, and cooperation, concepts which help define sense making, are not esoteric but real and worth […]

Adam Frank describes his divergence from a quest for an ultimate reality in physics, emphasizing the need to change existing scientific narratives. He discusses the uniqueness of life in contrast […]

Richard Davidson discusses the remarkable impact of short, targeted interventions on human well-being. From addressing loneliness to enhancing empathy, these brief practices can create lasting positive change in individuals and […]

In this talk Molly Crockett explores the transformative power of story telling. She emphasizes how our stories create the boundaries for the kind of world we think is possible. Molly […]

Melissa Nelson guides us on a profound journey through indigenous wisdom and ancient narratives. This talk discusses the deep-rooted lessons of kinship, courage, and cooperation that guide us towards a […]

Laura Candiotto discusses the concept of responsibility in the context of participatory sense-making and ethical environmental concerns. She reflects on the experience of witnessing rivers drying up due to the […]

Roshi Joan and the other speakers frame the outline of the program, priming us for a captivating journey through the complexities of life, from indigenous epistemologies to the physics of […]

John Dunne kicks off the Varela talks by discussing the symposium's theme of inaction and sense-making, drawing parallels to organisms making sense of their environments and constructing categories based on […]

Alexander Beiner is an author and podcaster. He's one of the founders of the media and events platform Rebel Wisdom and an executive director of Breaking Convention, Europe's longest-running conference on psychedelic medicine and culture. His upcoming book 'The Bigger Picture: How psychedelics can help us make sense of the world' (Hay House, 2023) explores how psychedelics could transform culture and society. He has a particular interest on how psychedelic experiences can be applied to systems change and improving how we have conversations around difficult cultural topics. He has also covered psychedelic capitalism journalistically for a number of years, with a particular focus on the ways in which economic and cultural incentive structures interact with the transformative potential of psychedelic medicines.Trained as a counselor and meditation teacher, Alexander also runs retreats centered on combining practices drawn from cognitive science, the wisdom traditions and psychedelic philosophy to create powerful group experiences. He facilitates legal psychedelic retreats in the Netherlands in partnership with 'Awaken the Medicine Within', co-developed the UK's leading men's work process through Rebel Wisdom and has designed a number of popular online courses focused on sensemaking, embodiment and conversational practices. He has a particular interest in the phenomenology of the psychedelic experience and how we can combine ritual, practice and collective intelligence to expand consciousness in new ways.Episode Highlights▶ About Alexander's book, 'The Bigger Picture'▶ Psychedelics and sense-making (and can we really make sense of all this?)▶ The role of psychedelics in society▶ Who should facilitate psychedelic experiences?▶ The impact of capitalism on the contemporary psychedelic scene▶ Dynamic tension between ethical approaches and profit-seeking in psychedelic industries▶ The inconvenience of psychedelics for big pharma▶ Unavoidable truths psychedelics reveal to us▶ Concerns around the earth-based psychedelic supply▶ IV DMT trials Alexander participated in and their impact on him personally▶ Lessons and insights we can gain as individuals and a collective from psychedelic experiences▶ Challenges and divisions within the psychedelic communityBrian James's Links & Resources▶ Website: https://Alexanderbeiner.com▶ Instagram: https://www.instagram.com/alexander_beiner/▶ TikTok: https://www.tiktok.com/@alexander_beiner

Alexander Beiner joins us to explore how psychedelics can help us make sense of the meta-crisis. This includes topics like complexity tolerance and the overwhelming deluge of information in modern digital life; “How” and “why” we solve a problem is as important as the “what” of the solution itself; the mythological impact of sci-fi narratives on identity and perception; and whether AI will become a new god. Additionally, we speak on extended-state DMT (DMTx) and interacting with entities; overlaps in the perceptual impact of phenomena like DMT entities and UAPs; and emotionally managing the potential of our world slowly declining into a nightmare dystopian future. ... For links to Beiner's work, full show notes, and a link to watch this episode in video, head to bit.ly/ATTMind185 *** FULL TOPICS BREAKDOWN BELOW**   SUPPORT THE PODCAST Become a member of my Patreon: https://patreon.com/jameswjesso Toss me a tip on PayPal: https://www.paypal.com/biz/fund?id=383635S3BKJVS Toss my a Tip on Ko-Fi: https://ko-fi.com/jameswjesso Buy some merchandise:  https://www.jameswjesso.com/shop/ More Options: https://www.jameswjesso.com/support Newsletter:  https://www.jameswjesso.com/newsletter Telegram Channel:  https://t.me/jameswjesso *** Huge thanks to my patrons on Patreon! In particular, my $23+ patrons; Andreas D, Ian C, Yvette FC, Alex F, Eliz C, Nick M, Joe A, and Heather S  ——    Episode Breakdown (0:00) Opening (1:24) Guest bio (4:52) Patreon Thanks (5:41) Interview begins | the impact of sci-fi narratives on identity and perception (14:48) Technology for a friction-free life and the differing mythological impacts of Star Wars vs Star Trek (19:22) How psychedelics can help us make sense of the meta-crisis (25:28) Spheres of agency and how psychedelics have helped Beiner navigate crisis, personally (28:49) Complexity tolerance and the overwhelming deluge of information in modern digital life (32:38) Uncertainty tolerance, games, and prayer (39:31) The importance of certain conceptual knowledge to access the benefits of psychedelics (46:54) “How” and “why” we solve a problem is as important as the “what” of the solution itself (1:01:00) The potential cultural (and cult) impact of AI | will AI become a new god? (1:13:58) Extended-state DMT (DMTx) and interacting with entities | were they real? (1:20:12) The impact of DMT entities and UAPs on how we understand where our solutions might come from (1:31:17) How emotional resonance tricks us into believing thing that aren't true (1:33:17) The potential of our world slowly declining into a nightmare dystopian future (1:39:39) Follow-up links for Beiner's substack, book, and audiobook (1:41:32) Outro

Jim talks with Jonathan Rowson of Perspectiva about a new social practice they're creating, the antidebate. They discuss the nature of debate, the spectacle of endemic polarization, why debate may be irredeemable, multiple ways of knowing, the Oxford Union debates, the debate apocalypse of 2020, the 1858 Lincoln-Douglas debate, the elitist aspect of debates, longtermism, the dialectic fallacy, presencing confusion, anti-debate as a practice, developing the form & facilitation skills, anti-debate trials to date, the current state of the art, setting a positive tone, choosing the question, the question bomb process, tableauing, why answering the question isn't necessary, swarming, epistemic seduction, drawing on Quaker Speaking, recruiting the enigmatics, prefiguring the culture you want to live in, scalability, disaffection with the ambient internet, and much more. Episode Transcript JRS Currents 041: Jonathan Rowson on Our Metacrisis Pickle JRS EP127 - Jonathan Rowson on The Moves That Matter JRS Currents 068: Jonathan Rowson on the Chess Drama JRS EP154 - Iain McGilchrist on The Matter With Things JRS EP155 - Iain McGilchrist Part 2: The Matter With Things "What Our Politics Needs Now: Anti-Debates," with Peter Limberg & Conor Barnes "The Anti-Debate: Experiments in the Art of Sensemaking for a World Gone Slightly Mad" - a film by Katie Teague "Is War Natural? (and other questions)" - YouTube Jonathan Rowson is co-founder and director of the research institute Perspectiva based in London. He is also the former director of the Social Brain Centre at the Royal Society of Arts and is a chess grandmaster and three-time British Chess Champion. His books include The Seven Deadly Chess Sins, Chess for Zebras, Spiritualize: Cultivating Spiritual Sensibility to Address 21st Century Challenges, and, The Moves That Matter: A Chess Grandmaster on the Game of Life.

Join us for one of our most exciting episodes yet, as we welcome Brent Adamson to the Sales Code Leadership Podcast. Brent is a globally recognized researcher, author, presenter, trainer, and advisor to B2B commercial executives worldwide, is celebrated for possessing the "biggest crystal ball in B2B sales."Co-author of the groundbreaking The Challenger Sale and The Challenger Customer, Brent is a frequent contributor to reputable business publications like the Harvard Business Review. His recent articles, "Sensemaking for Sales" and "Traditional B2B Sales and Marketing Are Becoming Obsolete," showcase his expertise.Over the past 19 years, Brent has had the honor of collaborating with leading thought leaders in both B2B and B2C sales and marketing. He has adeptly built and led exclusive communities of highly progressive commercial executives.Recognized as a world-class facilitator and speaker, Brent has addressed tens of thousands of commercial leaders globally, presenting to diverse audiences, from executive leadership teams to large keynote gatherings, both in-person and virtually.The podcast is brought to you by Sales Code, a MEDDICC MEDIA production, helping revenue leaders unlock added value in B2B SaaS sales teams. Your views on our podcast are always welcome, as well as any questions you might have for our podcast guests.Connect with the show host Kevin: https://www.linkedin.com/in/kevinthiele/

In this episode of the Sense & Signal Leadership & Sensemaking podcast, co-host Dan Tarker delves into how non-teleological thinking can help leaders navigate the metacrisis. He spends time defining what the meta crisis is, investigating the concept of moloch as defined in the Bible and Allen Ginsburg's poem Howl, and how these concepts inform our response to global crises like the war between Israel and Hamas. He then provides a history of John Steinbeck and Ed Rickett's trip on the Western Flyer that resulted in the book "The Log From the Sea of Cortez" and the 14th chapter where they present their ideas on non-teleological thinking. After defining non-teleological thinking, he connects it back to the metacrisis and complexity theory to begin to lay a foundation for non-teleological thinking as a sense making tool in our complex times. --- Send in a voice message: https://podcasters.spotify.com/pod/show/daniel-tarker/message

What is influence leadership and how can leaders use influence to move their teams forward? Is there something we can learn from leader influencers like Elon Musk, Sam Altman, Bill Gates, and Sam Bankman-Fried? In this micro episode of the Sense & Signal leadership & Sensemaking podcast, Jodah and Dan delve into the definition of influence, discuss how leaders can develop influence by building relationships and trust, explore why knowing your audience is important when trying to influence people, touch on the importance of influence in this age of artificial intelligence and distributed organizations, and consider the importance of emotions when influencing others. They also discuss Shakespeare's Measure for Measure to distinguish between Machavellian type influence versus Lao Tzu's more invisible influence leadership approach. Finally, they touch on the emergence of social media influencers / organizational leaders such as Elon Musk, Sam Altman, and Sam Bankman-Fried. --- Send in a voice message: https://podcasters.spotify.com/pod/show/daniel-tarker/message

The meta narrative around the story is relationships versus transactions. The things I remember are not events, they're relationships. - Bo PritchardBo Pritchard sits down with Amy Fritz to share his story of longing to be an "us" in a church community and learning the hard way what happens when a community values transactions over relationships.Stay tuned because this account overlaps with the story the Kat and Colby Wilkins shared on the Untangled Faith podcast in 2022.Resources:Leave a message for Amy sharing about an episode you enjoyed or something you appreciate about the podcast: Hello! – Untangled Faith Podcast Episodes you might enjoy:The Wilkins' story: Colby and Kat Wilkins' Story – Untangled Faith PodcastDeep & Wide, Finding a Faith that is Deeper and Richer than you Hoped.Support the show:Subscribe to my newsletter: https://untangledfaith.substack.comJoin us on Patreon: https://patreon.com/untangledfaithThis podcast is sponsored by Faithful Counseling. For more information and for 10% off your first month, visit Faithful Counseling- https://faithfulcounseling.com/untangledWhere you can find me:Youtube channel- https://youtube.com/channel/UCPfFk-I6QShXXvEpSFaJOvghttps://untangledfaithpodcast.comhttps://instagram.com/untangledfaith https://instagram.com/amyhenningfritz Host/Creator: Amy FritzProducers:Michele PjanicPhil and Susan PerduePam ForsytheChelle Taylor

For something a bit different this week, I'm posting an important conversation I had a few days ago via the Small Giants Academy with its co-founder Berry Liberman. Berry is also an impact investor, filmmaker and philanthropist who founded Dumbo Feather magazine on top of all this. The conversation was titled Sensemaking in the Metacrisis: How to be of service in troubled times and it's a big, wild, looping and uplifting chat about everything going on.As with the weekly AMAs, the video version of this interview will be posted over at my Substack and it's over there that you can engage in a conversation with me, the community and Berry afterwards.SHOW NOTESLearn more about Small Giants AcademyHere's an explainer of Three Horizons that Berry referencesYou can read about Berry's reflections on the recent Scandinavian sensemaking trip. Mine are here Books to delve into: Walking the Tiger by Peter Levine, God is an Octopus by Ben GoldsmithAnd someone in the chat asked for “my dancing & running playlist”If you need to know a bit more about me… head to my "about" pageFor more such conversations subscribe to my Substack newsletter, it's where I interact the most!Get your copy of my book, This One Wild and Precious LifeLet's connect on Instagram Hosted on Acast. See acast.com/privacy for more information.

 Mitch Weisburgh is the founder of Academic Business Advisors, a company that helps organizations create educational products that prepare kids for the future. Most of the time when I speak to Mitch it's as part of my futurist buddy group. We rarely spend time on titles - we are too busy talking ideas. Our conversations are far reaching, imaginative and often surprising.  Mitch actually made my jaw drop during this episode - on the topic of challenging the status quo.  I appreciate him precisely because he challenges my thinking. Key takeaways: Mindset is the way we see ourselves and the world, and it influences our behavior and outcomes. Sense making is the process of creating meaning from information and experience, and it involves being aware of our biases, assumptions, emotions, and perspectives. Sense making can help us overcome cognitive traps, such as confirmation bias, availability bias, anchoring bias, and framing effects, that can lead us to make poor decisions or judgments. Sense making can also help us be more flexible, adaptable, creative, and resourceful in facing challenges and opportunities in a rapidly changing world. Sense making can enhance our communication and collaboration with others by helping us empathize, listen, ask questions, give feedback, and resolve conflicts. Awesome quotes: “Education should be the way that we are preparing the next generation to assume their roles as adults.” - Mitch Weisberg “I've always been interested in how our minds make sense of situations.” - Mitch Weisberg “The brain has evolved to make decisions rapidly. How those rapid decisions very often lead us astray. How we can be aware when they lead us astray. How to prepare to be more flexible if we're drawn off course. How to self correct. So that we're more resourceful. How to deal with other people who are also making quick decisions and probably also being led astray.” - Mitch Weisberg “Sense making is not something that you do once. It's something that you do continuously.” - Mitch Weisberg “The future is not something that happens to us. It's something that we create.” - Nola Simon twitter: weisburghm blog: http://academicbiz.typepad.com Mitch Weisburgh | LinkedIn

On this episode of the Cohere podcast, co-hosts Bill Johnston and Dr. Lauren Vargas sit down with Silicon Valley veteran Jeremiah Owyang to discuss the evolution of digital technology and the rise of AI. Owyang traces his career back to community leadership roles in tech, emphasizing the importance of transferable skills acquired over decades-long technology cycles. He attributes his pivot to AI as a natural progression in tech, noting that we are amid a surge of interest in AI technologies. Owyang shares how he stays updated in the field, cultivates space for him and others to explore exponential technologies through gatherings like Lllama Lounge and discusses how businesses can leverage AI to improve communities and engagement. The conversation also touches on Owyang's recent collaboration on sensemaking tools, specifically an AI classification framework that ties into the theory of multiple intelligences. He addresses businesses' fundamental misconceptions about AI, which hinder its adoption and closes with advice for business leaders keen to transition from basic AI experiments to meaningful strategies. In this episode, we discuss the following:  [02:04] Introducing Jeremiah Owyang and tracing his career journey [03:37] Discussing the 10-year cycles of technology [09:01] Showcasing the power of gatherings like the Llama Lounge [14:20] Exploring the recent explosion of interest in AI [21:16] Considering how to make sense of AI [25:12] Examining the intersection of community and AI [37:18] Sharing advice for leaders who are ready to move beyond the “LLM 101” experiments   Mentioned in this episode:  Twitter / X:   LinkedIn:   Jeremiah's Tech + Business Newsletter  

Jonathan Rowson (chess Grandmaster, metamodernist philosopher) is one of Britain's biggest minds and I have invited him onto Wild to talk, well, what's been dubbed the “meta-crisis” – the fundamental “meaning” crisis at the heart of “all the things” going on in the world today.Jonathan is a theoretical psychologist with degrees from Oxford and Harvard and a Ph.D on what it means to become wiser. He has worked on “complex collective action” problem solving, was Director of the Social Brain Centre at the Royal Society of Arts and has run events with David Attenborough and Jordan Peterson (not on the same stage!). Jonathan now runs Perspectiva, a research institute that seeks to understand the relationship between systems, souls, and society.This is a big chat, but I think you'll find this new and wild idea a helpful navigational tool for, well, “all the things”.As I flag, my UK friends can preorder This One Wild and Precious Life here.Follow the Perspectiva community and their various events here.Jonathan is also on Substack and Twitter.His latest book The Moves that Matter: A Chess Grandmaster on the Game of Life is out now.I mention a bunch of previous wild episodes that you might like to listen to:Sensemaking with David Fuller, Indigenous Knowledge Systems with Tyson Yankaporta and the Dr. Jill Bolte Taylor episode.If you need to know a bit more about me… head to my "about" pageFor more such conversations subscribe to my Substack newsletter, it's where I interact the most!Get your copy of my book, This One Wild and Precious LifeLet's connect on Instagram Hosted on Acast. See acast.com/privacy for more information.

Alexander Beiner is a writer, podcaster, and thinker. His new book, "The Bigger Picture: How Psychedelics Can Help Us Make Sense of the World," is now available. Alexander also co-founded the Youtube channel Rebel Wisdom. This platform is an excellent source of wisdom and sensemaking. You can connect with Alexander at https://www.alexanderbeiner.com/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/truenorthproject/message Support this podcast: https://podcasters.spotify.com/pod/show/truenorthproject/support

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Emily Best, Founder and CEO of Seed&Spark, sits down with Denise for a talk about the triumphs and hardships of building an entertainment tech company. Emily compares entrepreneurship to parenthood, talks through the legacy of Women in Moving Pictures Salon (WIMPS), and how important it is to value community and rest over hustle culture.   Find Emily On… Instagram: @ebestinthewest Web: emilybest.medium.com/