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Conversational Leadership

an online book by David Gurteen

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Chapter: The Metacrisis

In this chapter, The Metacrisis, I begin by discussing the problems we face in the world. I look at the context. I examine what I believe to be the root cause.
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The Metacrisis The interconnected crises shaping our world
Our World Is Hyperconnected The world is an increasingly connected place
Our World Is Complex It is a VUCA world
We Humans Are Complex Human socio-technical systems are complex
Why Our Responses Fail the Metacrisis Our old ways of thinking and acting collapse under complexity

Chapter: We Live in Two Worlds

In this chapter, We Live in Two Worlds, I explore how the development of human knowledge has given rise to two worlds: the relatively simple natural world in which we evolved, and the modern, complex world we have constructed.
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Introduction: We Live in Two Worlds From evolution to entanglement
A Brief History of Knowledge 200,000 years of human history
Knowledge Revolutions The evolution of knowledge
The Enlightenment The Age of Reason
Enlightenment 2.0 A New Enlightenment for the 21st century
From Enlightenment to Entanglement Adapting to the complexities of an interconnected world
The Anthropocene The age of humans
Two Worlds Learning to live in an entangled world
Conclusion: Two Worlds Living in two worlds

Chapter: Conversational Leadership

In this chapter, Conversational Leadership, I introduce the concept of Conversational Leadership.
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Introduction: Conversational Leadership Conversational Leadership
Conversational Leadership — Beyond Knowledge Management Why Knowledge Management is not enough
Conversational Leadership in the Age of AI How we think, decide, and act together with intelligent systems

Chapter: Practicing Conversational Leadership

In this chapter, Practicing Conversational Leadership, I start to explore what it means to practice Conversational leadership.
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Introduction: Practicing Conversational Leadership Anyone can practice conversational leadership

Chapter: Conversational Leadership Practice Areas

In this chapter, Conversational Leadership Practice Areas, I explore the Conversational Leadership Practice Areas.
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Introduction: Conversational Leadership Practice Areas Conversational Leadership Practice Areas
Understand the Metacrisis A Conversational Leadership Practice Area
Take Responsibility A Conversational Leadership Practice Area
Rethink Change A Conversational Leadership Practice Area
Think Together A Conversational Leadership Practice Area
Embrace Complexity A Conversational Leadership Practice Area
Practice Leadership A Conversational Leadership Practice Area
Converse Better A Conversational Leadership Practice Area
Engage AI in Dialogue A Conversational Leadership Practice Area
Cultivate Communityship A Conversational Leadership Practice Area

Chapter: Conversational Leadership Skills

In this chapter, Conversational Leadership Skills, I examine some of the skills required for effective Conversational Leadership, their importance, and how to develop them.
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Introduction: Conversational Leadership Skills The technical abilities we use during a conversation
Oracy Is a Core Conversational Leadership Skill Communicating effectively in spoken language
Conversational Self-awareness Being aware of our own thoughts, feelings, and behaviors during a conversation
Conversation Through the Lens of the Johari Window Understanding ourselves and others through conversation
Conversational Awareness The skill of being able to pay attention to various elements of a conversation
Empathy Understanding and share the feelings of others
Cultural Competence ** Appreciating, and effectively interacting with people from different cultures and backgrounds
Open Mindedness ** Willingness to seek and weigh evidence that challenges our beliefs, plans, or objectives
Critical Thinking ** Analyzing information and arguments to make sound judgments and decisions
Active Listening ** Listening attentively to understand and retain communicated information
The Art of Navigating Conversations Choosing our repsonses carefully
Conversational Continuous Self-improvement ** Making ongoing incremental improvements to our conversations
Difficult Conversations Navigating emotionally challenging conversations
Impossible Conversations Navigating conversations across ideological divides

Chapter: Conversational Leadership Habits

In this chapter, Conversational Leadership Habits, I look at some of the habitual ways we communicate face-to-face and practice Conversational Leadership.
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Introduction: Conversational Habits The habitual ways in which we practice Conversational Leadership
Make Time to Talk The lack of time for conversation is just an excuse
Talk More The essence of Conversational Leadership is to talk with people more
Talk with Strangers Why and how should you talk with strangers?
Make Big Talk Make big talk not small talk
Connect More Connect more broadly, more deeply
Connect People Purposefully connect people with each other
Eat Together We should make it a priority to eat with others whenever possible
Construct Steel Arguments Not Straw Ones We need to learn to argue more effectively to get at the truth
Converse in Good Faith Be sincere, fair, open, and honest, regardless of the outcome
Say So, If You Don’t Have an Opinion It's perfectly OK to say ‘Sorry, I don’t know’
Carpe Diem – Seize the Day Seize the day everyone
Owning Our Mistakes ** Learning how admitting we’re wrong strengthens relationships and personal growth
Speak Up Express our opinions frankly and openly
Speak Last Learn to be the last to speak
Speak in Plain Language We should use everyday natural language that everyone understands.
Turn Monologues Into Dialogues Talk with people rather than talk at them
Take Responsibility for the Conversation ** We all need to take responsibility for the quality of our conversations
Speak with Less Conviction Speaking with conviction inhibits learning
Disagree Constructively How to disagree well
Reduce Emailing and Texting ** Start talking
Show Respect Failing to respect one another negatively impacts the future for all of us
Tell the Truth Lies distort the world
Listen to Ignite Thinking Listening is not a passive act - it's a powerful act of creation
Listen Empathically ** Most people do not listen with the intent to understand; they listen with the intent to reply
Listen with the Intent to Understand Don't listen with the intent to reply
Don’t Discourage Dissent Fear, uncertainty and doubt are good things
Don’t Give Advice Especially when it is sought
Banter with Care Banter: the playful and friendly exchange of teasing remarks
Stop Ditting Ditting is the dubious art of trumping the previous person's story
Hold Strong Opinions Weakly ** I have no doctrine, I carry on a dialogue
Don’t Give Speeches Convene conversations
Avoid Anonymity Anonymity kills the conversation

Chapter: Conversational Leadership Methods

In this chapter, Conversational Leadership Methods, I explore some of the more powerful conversational methods that anyone can use.
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Introduction: Conversational Methods Ways of structuring conversations
After-action Reviews and the Habit of Thoughtful Leadership Conversations Nurturing a conversational culture
Anecdote Circles A narrative technique to guide participants in sharing stories
Conversation Covenant Creating a psychologically safer space for difficult conversations
Brainstorming A group discussion to produce a list of ideas or solutions to a problem.
Brown-bag Lunches ** An informal opportunity to learn at work
C-group Develop your interpersonal and conversational skills
Bridging Divides **
Community of Innovation ** A form of community of practice that is dedicated to the support of innovation.
What Is a Community of Practice A group of people who share a passion for something they do
Connection Before Content Without relatedness, no work can occur
Conversare Events Social gatherings which people engage in one-to-one conversation with a stranger
Understanding Debates Argument is meant to reveal the truth, not to create it
The Dérive An unplanned journey through a urban landscape
Dialogue Dialogue is a disciplined form of conversation
Dialogic Organization Development From a dialogic perspective, change results from transformational conversations
Flipped Teaching Speech is a bad medium for communicating information - so watch lectures at home
The Power of Team Huddles How brief team gatherings can align, motivate, and connect
The Oracy Lab An experimental space for exploring the power and possibilities of conversations
Ongoing Performance Conversations From annual performance reviews to on-going performance conversations
Open Space Conversations A way to organise conversations that matter
Peer Assist Learn from your peers; someone has already done it
Pitching by Conversation ** Ditch the pitch
Randomised Coffee Trials It is just a coffee, but at the same time it is much more
Ritual Dissent ** A structured way for a group of peers to criticize proposals or ideas
Speed Consulting Drawing on the experience of others
Speed-conversation Without relatedness, no work can occur
Street Epistemology Exploring deeply held beliefs
Spectrum Street Epistemology
Reverse Brainstorming Café Brainstorming the opposite of what you want
Theodore Zeldin’s Conversation Dinners Dinner and a stimulating conversation with a stranger
Unhurried Conversations ** Time to think differently
World Café A conversational process intended to facilitate open and intimate discussion

Chapter: Dialogic

In this chapter, Dialogic, Dialogic, I explore dialogic.
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Living Dialogically Finding meaning through conversation and difference
Dialogic Education How learning shifts from transmission to participation
Dialogic Learning Learning through conversation and difference
Dialogic Space Seeing learning as a shared space of many perspectives
The Dialogic Gap How dialogue turns gaps into openings for new understanding
Finding Our Dialogic Voice Learning through many voices
Dialogic Thinking Thinking with, through, and across difference
Practicing Dialogic Thinking How small groups can open and hold shared thinking space
The Relational Field How relationships shape what we say and hear
The Difference Between Dialogue and Dialogic Thinking A subtle but important difference

Chapter: Use of Self

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Use of Self Using who we are to be more effective in life

Chapter: The Power of Conversation

In this chapter, The Power of Conversation, I explore the power of conversation. The chapter consists of an electric mix of insights into the nature and power of conversation.
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Introduction: the Power of Conversation A powerful, adaptable human technology
What Is a Real Conversation? There is more to conversation than just talking or exchanging messages
The Language of Conversation and Speech Meanings of words describing conversation and speech
Conversations and the Adjacent Possible How dialogue creates quiet shifts in what is possible
The Value of Conversation ** Why are conversations so valuable?
The Purposes of Conversation Real conversation serves one or more purposes
Conversational Capacities Prerequisites to a good conversation
Levels of Conversation ** Four levels of conversation
From Conversation to Conversing Why the verb matters more than the noun
Dialogue Vs Debate ** Exploring together vs winning
The Power of Random Conversations Creating the conditions for knowledge to spread through conversation
Conversation Is a Dance ** Conversation and dance are both improvisational
Improving Informal Conversations ** Add a little structure
Life Is a Conversation ** Life is a conversation between ourselves and the world around us
Conversation Is More Than Communication Conversation shapes our lives
The Difference Between Dialogue and Debate ** In dialogue, finding common ground is the goal while in debate, winning is the goal
The Jazz of Conversations Drawing parallels between jazz improv and conversations
Meetings and Conversations Serve Two Purposes There is a second purpose to any meeting which we often overlook
Why Face-to-face Interaction Matters ** Our social life is essential to our wellbeing and health
Friends with Cognitive Benefits Engaging in short friendly conversations improves people's thinking
Verbal Judo ** Using one's words to prevent, de-escalate, or end an attempted assault.
Cognitive Diversity Seeing and processing the world differently
Turn-taking in Conversation When we talk we take turns
Conversation Theory ** Gordon Pask
Our Most Powerful Technology Is Conversation Conversation - an overlooked technology
The Myth of Thamus and Theuth Does writing allow the pretense of understanding, rather than true understanding?
Our Brains Are Designed for Conversation That is why we find conversation so easy
Connecting Minds Connecting and synchronising minds
Thinking Together Talking with each other beats talking to ourselves
Hard Conversation Conversation is anything but soft and wooly
Let’s Have More Interesting Conversations It's our job
Conversation Sharpens the Saw It is not a waste of time
Organizational Conversation ** The conversation is the organization
Bake Conversation Into All That We Do ** There are so many ways to leverage conversation
When Laughter Speaks Louder How humor and language expose our inner selves
Conversation Is Not a Panacea for All Our Problems ** But it goes a long way
Become a Conversation Architect A conversation architect designs and convenes conversations
Oracy The ability to express oneself in and understand spoken language
Rediscovering Rhetoric Rethinking how we influence and communicate every day
What Is the Difference Between Rhetoric and Oracy? Rhetoric is monologue, oracy is dialogue

Chapter: Storytelling, Narrative and Discourse

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Introduction: Discourse and Narrative **
Oral Public Discourse Verbal expression aimed at a public audience
Stories and Narratives The subtle differences between stories and narratives
Storytelling and Conversational Leadership Placing storytelling in the practice of thinking together
Storytelling ** A powerful tool for effective communication, engagement, and influence
Dominant Discourse and Narrative ** Shape the world
Weaponizing Public Discourse **
The Power of Discourse and Narrative ** How stories shape our individual and collective realities

Chapter: Community

In this chapter, Community, I explore the concept of community, what Henry Mintzberg calls communityship and what it takes to nurture and sustain a community.
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Introduction: Community ** Members of a community care about each other
Care ** We naturally take responsibility for the people and the things that we care about
What Makes a Real Community? Members of a community care about each other
What Is Communityship? Where everyone in a community practices leadership
Politics Is Life We can't escape it
We All Have the Freedom to Choose If We Choose To The last of human freedoms
Lashon Hara Jewish religious term for derogatory speech
Gossip and Lashon Hara Conversation about other people
Leadership Is a Practice Not a Position of Authority Anyone can practice leadership
Ownership, Not Buy-in We need to move from buy-in to ownership
Culture Basic tacit assumptions about how the world works
Reframing Questions Shifting perspective changes the conversation
Exploring the Multifaceted Roles of Trust in Relationships and Society Without trust our civilization would collapse
Raising the Ships on the Sea The comedy or cornucopia of the commons
Everyone Believes They’re the Good Guy The only real way to disarm your enemy is to listen to them
Working Together ** Working together rather than manipulating each other
We’re All Different ** We need to get to know each other better

Chapter: The Knowledge Café

In this chapter, The Knowledge Café, I take a broad look at the Knowledge Café—its underlying principles, how it can be applied, and examples of how different organizations have used it in practice. If you are already familiar with the concept and want to explore the basic process, go to the Knowledge Café Process chapter. If you’re interested in how to design and structure a Café, see the Knowledge Café Design chapter. For ways to adapt the Café for different purposes, visit the Knowledge Café Applications chapter. To read how organizations have applied or modified the process to suit their own contexts, go to the Conversational Stories chapter. And if you want a quick, practical starting point, head straight to Knowledge Café: Getting Started.
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Introduction: Knowledge Café Improving decision-making, innovation, and collaboration
The Knowledge Café Metaphor A metaphor for the type of conversation you have in a Café
A Knowledge Café Is a Gathering It is not a meeting
What’s New About the Knowledge Café? In some ways it is not new but in others it isn't
Knowledge Café History It began on September 5th, 2002 at the Strand Palace Hotel in London
Knowledge Café Outcomes The outcomes are what you take away in your head
Knowledge Café Applications The Knowledge Café is a highly adaptable tool
Knowledge Cafés and Communities of Practice There is a difference
The Differences Between the Knowledge Café and the World Café There are some significant differences
Knowledge Café: Getting Started Make an impact

Chapter: Knowledge Café Principles

In this chapter, Knowledge Café Principles, I look at the principles that underpin and shape the core structure of the Knowledge Café.
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Introduction: Knowledge Café Principles Create a conversational environment
Knowledge Café Principle: Conversation Is Sovereign It's all about the conversation
Knowledge Café Principle: Everyone Has an Equal Voice Everyone is an equal participant
Knowledge Café Principle: Create a Safe Space Where conversation can flourish
Knowledge Café Principle: No Preconceived Outcomes The outcomes are emergent
Knowledge Café Principle: Preserve the Flow Conversational flow should not be interrupted
Knowledge Café Principle: Engage in Small Groups Real conversation takes place in small groups
Knowledge Café Principle: Dialogue Not Debate Be prepared to emerge a slightly different person

Chapter: Knowledge Café Process

In this chapter, Knowledge Café Process, I look in detail at the Knowledge Café process.
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Introduction: Knowledge Café Process
Knowledge Café: Process How to run a Knowledge Café
Knowledge Café: The Host The role of the Knowledge Café host
Knowledge Café: The Speaker The role of the Knowledge Café speaker
Knowledge Café: The Talk The Knowledge Café initiating talk
Knowledge Café: Table Hosts In a Knowledge Café there are no table hosts
Knowledge Café: Small Group Conversations The small group conversations are the heart of the Café
Knowledge Café: Moving Between Groups Don't complicate it
Knowledge Café: Circle Conversation A whole or large group conversation
Knowledge Café: Sharing Actionable Insights One idea, lesson learned or insight taken away from a Café
Knowledge Café: Going Off-topic It is OK to off-topic
Knowledge Café: No Report-outs There is nothing more boring than a report-out

Chapter: Knowledge Café Design

In this chapter, Knowledge Café Design, I explain how to design a Knowledge Café.
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Introduction: Knowledge Café Design **
Knowledge Café: Design Checklist Knowledge Cafés should be thoughtfully designed
Knowledge Café: Purpose Every Knowledge Café should have a clear purpose
Knowledge Café: Roles There are a number of different Knowledge Café players
Knowledge Café: Duration A Knowledge Café can last from one to three hours
Knowledge Café: Naming You don't have to call it a Knowledge Café
Knowledge Café: Who Should Be Invited Who to invite and who not to invite
Knowledge Café: Invitation People should not be coerced to participate in any way
Knowledge Café: Number of Participants The ideal number of participants is between 12 and 24
Knowledge Café: Triggering the Conversation There are a number of ways in which you can trigger the conversation
Knowledge Café: Setting the Context with Video ** A short video makes a good way to set the context for a Café conversation
Knowledge Café: Posing the Question To trigger the conversation
Knowledge Café: Small Group Design The ideal small group size is three or four
Knowledge Café: Large Group Design ** The Knowledge Café works best for between twelve to twenty-four people
Knowledge Café: Required Resources Running a Knowledge Café requires minimal resources
Knowledge Café: Conversational Topics Some examples
Knowledge Café: Measuring Success The outcomes are what you take away in your head - note taking is a distraction
Knowledge Café: Capturing Outcomes The outcomes are what you take away in your head - note taking is a distraction
Knowledge Café: Graphic Recording ** Real-time capture of the Café conversations in pictures, words, and color
Knowledge Café: Background Music ** Don't let background music detract from the conversations

Chapter: Knowledge Café Variations

In this chapter, Knowledge Café Variations, I take a look at the different ways in which a Café may be adapted and run or similar methods to the Knowledge Café such as the World Café.
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Introduction: Knowledge Café Variations ** There are many variations of the Knowledge Café concept
Espresso Café Espresso has more caffeine per unit volume than most coffee beverages
Knowledge Café Debate Debate sharpens up the important aspects of the issue under discussion
Ritual Dissent Café ** A Café style adaptation of the Ritual Dissent process
Café Style Meetings Hold conversations, not meetings

Chapter: Knowledge Café Space

In this chapter, Knowledge Café Space, I describe the importance of the physical space in which a Café is held.
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Introduction: Knowledge Café Space The physical space is important
Knowledge Café: Choosing the Venue The venue need not be a meeting room
Knowledge Café: Choosing the Room The more café like, the better
Knowledge Café: Choosing the Tables Small round tables are best that sit 3 or 4 are best
Knowledge Café: Cafés with No Tables Small tables are better than no tables
Knowledge Café: Laying Out the Room Keep it informal and café like
Knowledge Café: No Flip Charts or Butcher Paper They get in the way of the conversation - avoid them
Knowledge Café: Refreshments Refreshments are good
Knowledge Café: Running in a Lecture Theatre Why room layout matters
Knowledge Cafés at Conferences Not the best of environments but possible
Knowledge Café: Microphones Avoid the use of microphones if possible

Chapter: Knowledge Café Applications

In this chapter, Knowledge Café Applications, I explain how you can adapt the Knowledge Café for a variety of purposes.
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Introduction: Knowledge Café Applications The Knowledge Café is as much a state of mind as it is a fixed process
Reading Group Café A reading group, reading circle or book discussion club
Engagement Café Conversation is king. Content is just something to talk about.
Marketing Café ** Holding marketing conversations
Sales Café Ditch the pitch - create sales conversations
Future Café Explore trends and issues that shape, influence and impact the future
Scenario Café ** Learning from situations
Focus Group Café An improvement on traditional focus groups?
Ideation Café A conversation to solve problems or generate ideas
Idea Campaign Café A series of focused conversations to generate ideas
Collective Sensemaking Café Making sense together before making decisions
Question Storming Café ** Questions can be more powerful than answers at times
Conference Café ** An ideal way to close a conference

Chapter: Knowledge Café Stories

In this chapter, Knowledge Café Stories, I examine several stories and examples of how various organizations have utilized or adapted the Knowledge Café. If you are looking for specific, detailed ways to adapt the Knowledge Café for different purposes, go to the Knowledge Café Applications chapter.
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Knowledge Cafés at the Knowledege Summit Dubai 2025
IBM SE Asia Sales Cafés Ditch the pitch
Knowledge Cafés at Johnson & Johnson Running four Knowledge Cafés concurrently
Viva and Telecoms in Kuwait How Kuwaiti telecom leaders turned conversation into collective action
Groucho Club Sales Café Ditch the pitch
Knowledge Cafés at ING Bank, Netherlands Connect, connect, connect
Knowledge Cafés at NASA Identifying risk issues, and meaningful mitigation approaches
Knowledge Cafés at the Nigerian National Petroleum Corporation Give people a voice
Knowledge Cafés at PSMA Australia Using the Knowledge Café process to run a Knowledge Management Forum
Passion at the Gurteen Knowledge Café Blog post by Mathew Rees
Conversation in Hong Kong A Knowledge Café with eight speakers
Gurteen Knowledge Café: Entrenched and Entrained Thinking A blog post by Conrad Taylor
The Huawei Break the Book Community A powerful example of peer learning
Knowledge Cafés at the European Patent Office The Personal Growth Community
Knowledge Café in Zurich, Switzerland The Knowledge Café has empowered our staff to speak up and take the initiative
Knowledge Cafés at National Gas Company of Trinidad and Tobago Turning traditional talks into Cafés
A Knowledge Café in English, French and Russian Knowledge Cafe's can be run in multiple languages
Sugar Rush at the Knowledge Café How conversation is bringing KM back to the people
Equinor Management Training Cafés You learn when you converse
Knowledge Café at Regent’s University February 2024 What Are the Strongest Motives for Creative Endeavour in Your Life?
Blog Posts About the Gurteen Knowledge Café A selection of Knowledge Café blog posts, articles and papers

Chapter: Conversational Learning

In this chapter, Conversational Learning, I explore the subject of Conversational Learning.
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Introduction: Conversational Learning Unleashing knowledge
The Power of Peer Instruction Why explaining ideas to others leads to deeper learning
The Power of Peer Learning Why learning from each other leads to deeper understanding and better problem-solving
Peer Instruction vs. Peer Learning Rethinking how we learn and lead
Sharing Knowledge Through Conversation Knowledge isn't there the way ore is buried
Learn by Talking When speaking we organize cognitively what we know
Collective Sense-making Bringing different perspectives together to understand in order to act

Chapter: Conversational Stories

In this chapter, Conversational Stories, I examine several stories and examples of how various organizations have utilized or adapted Conversational Methods.
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Introduction: Conversational Stories Stories about conversation
The Power of Talking with Enemies Özlem Cekic’s story of transforming hostility through conversation
Changing Minds Through Conversation The role of conversation in Derek Black’s transformation
Mandela Chose to Talk How conversation, not force, helped unite a divided South Africa
Meeting the Enemy How Deeyah Khan uses conversation to understand people drawn to extremism
The Virtual Random Café Informal conversations and networking ... from home
A Conversation Dinner in Turin Knowledge menu à la carte
Randomised Coffee Trials at Red Cross Red Crescent Virtual coffee meetings across the globe
Intimate Conversations Conversations with strangers
Hong Kong MTR Coffee Evenings and Liaison Trains An improvement over traditional customer surveys
Al Jazeera Cafe An interesting experiment not to deabate but engage in a global conversation
Huawei Transforms a Global Conference with a Knowledge Market How to make a conference more participatory

Chapter: Conversational Spaces

In this chapter, Conversational Spaces, I explore various clubs, networks, and forums that have existed in the past or thrive today. These “spaces” serve as platforms for individuals to come together and engage in conversations, both in person and online.
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Introduction: Conversational Spaces Meeting places for conversations
The London Coffeehouses of the Enlightenment Centers of Enlightenment thinking
Salons A gathering of people under the roof of an inspiring host
Benjamin Franklin’s Junto Club Benjamin Franklin founded the Junto Club - a conversational society in 1727
British Gentlemen’s Clubs Of the 17th and 18th Centuries
Death Café At a Death Café people drink tea, eat cake and discuss death
Stammtisch Tables Tables in pubs or restaurants reserved for regulars

Chapter: Conversational Environments

In this chapter, Conversational Environments, I explore the concept of conversational environments and how physical space impacts conversation.
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Introduction: Conversational Environments ** Designing places and spaces for good conversations
The Watercooler Effect How casual office chats strengthen connections and culture
The Value of Hallway Conversations The magic of the hallway conversation lies in its spontaneity
Walking Conversations ** Walking ...

Chapter: Participatory Conferences

In this chapter, Participatory Conferences, I take a look at some of the ways in which conferences and meetings can be made more conversational and participatory.
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Introduction: Participatory Conferences From audience to participants
Conversational Conferences In a conversational conference, the dominant style of presentation is the conversational talk
Conversational Talks How to give a conversational talk or presentation
Knowledge Cafés ** Include one or more Knowledge Cafés
Conference Breakfasts and Dinners A great opportunity to network and build relationships
Are There Any Questions? Q&A is not interaction
Peter Block’s Four Ownership Questions Are you prepared to take responsibility for the learning and engagement of others?
Let’s Get Rid of Lecterns The lectern is a barrier to connecting with your audience
People Tagging ** Inviting conversation
The Unconference A conference organized, structured and led by the people attending it

Chapter: Strategy

In this chapter, Strategy, I explore various aspects of strategy, including the concept of strategic conversations and open strategy.
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Introduction: Strategy Strategy
The Many Faces of Strategy How strategy varies from simple plans to shaping entire environments
Strategy in a Complex World Strategy is much more than a plan
Strategic Conversations Have the potential to influence the future direction of an organization
Open, Adaptive Strategy Make employees partners in the strategy process
The Role of the Knowledge Café in Open/adaptive Strategy An ideal tool to help implement open strategy
The Role of the Knowledge Café in Strategic Conversations ** One of the best conversational methods for addressing complex issues is the Knowledge Café

Chapter: Innovation

In this chapter, Innovation, I explore creativity and innovation in a complex world and specifically the role of Conversational Leadership.
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Introduction: Innovation The introduction of something new
Nurturing an Innovation Culture Allowing emergence, not imposing change
The House of Wisdom Innovation Story: An Islamic beacon of innovation and collaboration
Coffee House Innovation Innovation Story: The London coffee houses that fueled conversation, innovation, and societal shifts
Building 20 at MIT Innovation Story: A humble wartime lab that sparked a legacy of innovation and collaboration
Rules of the Garage: Reigniting Innovation at HP Innovation Story: How Carly Fiorina’s Manifesto Modernized the HP Way
The Pixar Way Innovation Story: Lessons from Pixar on blending ideas, technology, and storytelling
Silicon Valley Versus Route 128 Innovation Story: How Silicon Valley's open culture outpaced Route 128's closed network
The Birth of Uber Innovation Story: How everyday frustrations and collaboration shaped Uber’s global transformation
The Google 20% Free Time Policy Innovation Story: A catalyst for innovation
Adaptive Funding for Innovation Diversifying investments to drive innovation
The Innovation Café Network Sparking everyday innovation
The Power of Serendipity Discover how chance encounters can lead to insights and new opportunities
Exaptation and Innovation Finding new uses for what already exists in nature and society

Chapter: Motivation and Engagement

In this chapter, Motivation and Engagement, I take a broad look at motivation and engagement and in particular the impact of measures and rewards.
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Introduction: Motivation and Engagement ** If you are motivated you are engaged
What Commitment Really Means We are committed when we decide to do something without any expectation of return
Motivation ** Motivation is a fire from within
Engagement ** Organizations live or die in the swarm of daily interchange
Punished by Rewards Loving what you do is a more powerful motivator than any goody
The Difference Between Responsibility and Accountability We take responsibility but are held accountable
From Doing Things to People to Working Together Changing the relationship changes the conversation

Chapter: Complexity

In this chapter, Complexity, I explore the concepts of complexity and complex adaptive systems.
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Introduction: Complexity The world is fast-changing and increasingly more turbulent
What Is a System? ** An interconnected set of elements organized in a way that achieves something
Complex Is Not the Same as Complicated We tend to use "complex" to describe things that are actually just complicated or challenging.
The Trouble with Optimization in a Complex World What maximizing and minimizing get wrong in complex contexts
Decisions as Hypotheses Why decisions work better as hypotheses than conclusions
Complex Systems and Complex Adaptive Systems ** Complexity
Complex Systems ** Many parts interacting with each other in multiple ways
Complex Adaptive Systems ** Complexity
Constraints in Complex Systems Complexity
Complex Responsive Processes Ongoing patterns of interaction between people
The Cynefin Framework A conceptual framework to help make decisions
Complex Adaptive Systems Vs. Complex Responsive Processes ** Complexity
In Complex Situations Cause and Effect Can Only Be Understood in Retrospect Why prediction breaks down in complex situations
Conversations Are Complex Responsive Processes Conversations are dynamic, emergent interactions shaping organizational reality
Conversations Through the Cynefin Lens Unraveling the intricacies of everyday conversations
Affordance Is About Possibility ** Understanding action through the relationship between people and things
Dispositional States ** Complexity
Emergence in Complex Systems ** Complexity
Exploring Uncertainty – the Role of Catalytic and Safe-to-fail Probes Essential Tools for Understanding and Influencing Complex Systems
Technical Challenges and Complex Adaptive Challenges Distinguishing between straightforward and complex challenges
There Are No Solutions to Complex Challenges Only an endless series of adaptive responses
Unintended Consequences In a complex system, every purposeful action produces unintended consequences
Obliquity in a Complex World In a complex world, goals are often best achieved indirectly
Adaptive Leadership ** Mobilizing people to tackle tough challenges and thrive
Actor-network Theory (ANT) Actor-Network Theory
The Role of Human Agency Within Actor-network Theory Actor-network theory
Sense-making and Meaning-making The terms have distinct meanings
Relationality Explained Things only make sense in relation
Retrospective Coherence in a Complex World How oversimplified narratives distort the past and hinder decision-making

Chapter: Thinking Together

In this chapter, Thinking Together, I explore thinking and, more specifically, reasoning.
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Introduction: Thinking Together Cognition, thinking and reasoning
Interthinking: Thinking Together Why our best thinking often happens in conversation
Interthinking Is Real How conversation becomes part of the thinking process
The Argumentative Theory of Human Reason We did not evolve to reason individually but to reason socially
Hannah Arendt and the Risk of Influence How leadership begins by thinking together, not persuading
Dialectical Thinking Practicing dialectical thinking in complex times
Critical Thinking ** Analyzing information and arguments to make sound judgments and decisions
Three Forms of Reasoning Understanding deductive, inductive, and abductive logic
The Extended Mind The power of distributed cognition
Rethinking Our Beliefs It is not easy to change our beliefs
How Beliefs Shape Reasoning How political views influence the way we interpret data
Science Curiosity A desire to seek out and consume scientific information for pleasure
What Are Cognitive Biases? Mistakes in reasoning, evaluating or remembering
Motivated Reasoning ** Leads people to confirm what they already believe, while ignoring contrary data
Entrenched Thinking ** The lack of desire or ability to accept new ideas
Wisdom of Crowds of Crowds Crowds within a crowd outperform 'wisdom of the crowd'

Chapter: Rethinking Change

Posts

Introduction: Rethinking Change Finding our way forward in a complex world
Interaction as the Primary Unit of Change Is not the individual, it’s the interaction
The Vector Theory of Change Navigating change in a complex world
Exploring the Adjacent Possible Understanding change as a series of nearby moves
Conversations and the Adjacent Possible How dialogue creates quiet shifts in what is possible
The Vector of Great Conversations A parallel between the vector theory of change and conversational leadership
Safe-to-fail Probes: Rethinking Change in Complexity Probing, sensing, and responding when the way forward is uncertain
Safe-to-fail Conversations Using conversation as a probe when the way forward is uncertain

Chapter: Knowledge Management

In this chapter, Knowledge Management, I take a look at the nature of data, information, and knowledge and various aspects of Knowledge Management.
Posts

Introduction: Knowledge Management Knowledge Management is not an oxymoron
Data, Information and Knowledge What's the difference?
The Importance of Tacit Knowledge Tacit knowledge is knowledge that is difficult to transfer
The Relationship Between Explicit Knowledge and Tacit Knowledge Explicit knowledge always has a tacit component
The DIKW (data, Information, Knowledge, Wisdom) Pyramid Why the DIKW model falls short
Knowledge Only Exists in the Mind Everything else is information
Knowledge Is Not Power Our ability to influence people is power
Classical vs Relational KM From transactions and content to interaction and meaning
Knowledge and Information Management (KIM) Distinguishing Knowledge Management from Information Management
The Four Levels of Knowledge Management The relation between Conversational Leadership and Knowledge Management
The Gurteen KM Thinking Framework Knowledge Management
Make Knowledge Management part of the business Strictly speaking, there is no such thing as a KM strategy
Don’t Do Knowledge Management You respond to business problems & develop business opportunities using KM tools
When Knowledge Management Means Kill Me When budgets tighten, KM is often the first to go
Rethinking Knowledge Management Strategy Aligning knowledge efforts with real business needs
From Knowledge to Agency Developing agency in a changing world
Why Incentives Undermine Knowledge Sharing A critique of traditional knowledge management thinking
SharePoint Is Not a Knowledge Management System How software systems confuse information with knowledge
Knowledge Management Systems Don’t Manage Knowledge They manage information, not knowledge
Knowledge Management Is a Practice ** Sensemaking, conversation, and everyday practice
Measures, KPIs, Targets, Rewards and Punishments When a measure becomes a target, it ceases to be a good measure
What Is a Knowledge Worker? A knowledge worker is someone whose job entails having really interesting conversations
Knowledge Management Is NOT About Delivering the Right Information to the Right People at the Right Time Moving beyond classic KM thinking
The Trouble with Knowledge Flow Why a familiar metaphor can mislead us
Ways of Knowing Ways of acquiring knowledge
We Know So Much but Understand So Little It is through conversation we make sense of the world
Is “Useless Knowledge” Useless? Maybe not if it makes things taste sweeter
When Metaphors Get Knowledge Wrong Why common knowledge management terms mislead our thinking

Chapter: Information

In this chapter, Information, I explore the fascinating concept of information in some depth
Posts

Introduction: Information Looking more closely at the meaning of information
Etymology of Information What are the roots of the word “information”?
What Do We Mean by Information? Seeing the bigger picture behind what we call information
Rethinking Meaning How meaning arises through use and relationship
Batesonian Information Information is a difference that makes a difference
Information in Physics How physics gives information a very different meaning
Information Is Not a Thing Information emerges through perception and interpretation
Information Theory Information is surprise
Making Sense of Functional Information Viewing things by how they work, not just how they look
Warm Data Information that is alive
Common Questions About Information ** Simple questions that challenge how we think about information
The Informational Theory of Life How complexity and selection shape living systems
It From Bit Is information more fundamental than matter?
The Information Deficit Model Information is not enough
A Conversation with ChatGPT Exploring Information An experiment in creating an AI generated audio conversation

Chapter: Artificial Intelligence

In this chapter, Artificial Intelligence, I explore the impact of AI on Knowledge Management and Conversational Leadership.
Posts

Introduction: Artificial Intelligence Human-like intelligence?
The Spectrum of Intelligence There are many types of intelligence
Artificial and Natural Intelligence Exploring the essential difference between natural and artificial forms of intelligence
The Relationship Between Intelligence and Evolution ** Shaping life on earth
Human Intelligence The capacity to acquire, process, and apply knowledge
Programmed Intelligence Is a thermostat or an electronic calculator intelligent?
Animal Intelligence ...
Biological Intelligence The natural cognitive abilities and adaptive behaviors of organisms
Systemic Intelligence The adaptive, self-organizing ability within complex systems
Artificial Intelligence ** The ability of machines to perform tasks usually associated with human intelligence
Why the Generative AI Intelligence Argument Is Irrelevant Redefining intelligence in the age of GenAI
What Are Chatbots? Artificial intelligence programs designed to have conversations with humans
Limitations of Chatbots Chatbots lack true intelligence, understanding, and reasoning abilities
Embracing the Imperfections of Chatbots Cultivating critical thinking in the age of AI
Why Chatbots Can’t Have Real Human Conversations The limits of artificial chatting
Uses of Chatbots Practical applications of conversational AI
Chatbots and Genai in Knowledge Management Chatbots are more than just question/answer machines
Artificial Intelligence and the Quest for Knowledge Exploring the parallels between Plato's Phaedrus and the challenges of GenAI
From Mind to Information – the Role of AI in Knowledge Encoding The Evolution of Knowledge Encoding
The Postproduction Paradigm – AI and the Art of Remixing LLMs as catalysts for a remix revolution
Vibe Writing Explained Writing that starts with emotion, not structure
What Is Vibe Coding? Programming in the Age of AI
Rethinking Productivity with LLMs How LLMs help us move from idea to impact

Chapter: Chatbots as Critical Thinking Partners

In this chapter, Chatbots as Critical Thinking Partners, I explore how chatbots can be used as critical thinking partners.
Posts

Chatbots as Critical Thinking Partners Stimulating critical thinking is one of the most powerful application of chatbots
Evaluate Sources and Evidence Ask the chatbot to provide sources or evidence to support its claims
Explore Other Perspectives Use the chatbot to broaden your understanding of a subject
Explore What’s Missing Explore what's missing in a chatbot's responses
Analyze Assumptions and Biases Probe the assumptions and biases that might be embedded in a chatbot's responses
Play Devil’s Advocate Ask the chatbot to provide counterarguments or alternative perspectives to a particular stance
Practice Analogical Thinking Request analogies or comparisons from the chatbot to help you better understand complex concepts
Analyze Logical Fallacies Use the chatbot to analyze logical fallacies
Historical and Contextual Analysis Use the chatbot to provide historical context or background on an issue
Summarize Conflicting Perspectives Use the chatbot to summarize two conflicting perspectives on a complex issue
Deconstructing Arguments Use the chatbot to deconstruct arguments
Explore Hypothetical Scenarios Use the chatbot to analyze a complex scenario and its implications
Chatbots to Analyze Conversations and Presentations Analysis of transcripts

Chapter: Conversation in the Age of AI

Posts

Introduction: Conversation in the Age of AI Artificial intelligence
AI in the Room Making AI part of a shared Zoom conversation
Rethinking Conversation in the Age of AI What changes when an AI joins the dialogue, and what might we gain?
When AI Joins the Conversation Exploring how artificial intelligence could take part in real time human discussions
The Risks and Challenges of Bringing AI Into Conversation How AI can affect trust, judgement, power, and human dialogue

Chapter: Small Group Conversations

In this chapter, Small Group Conversations, I explore some of the problems and challenges of conversing in small groups.
Posts

Introduction: Small Group Conversations Small groups are an essential building block to any future you want to create
What Is the Optimum Group Size for a Conversation? More than five people and it is not a conversation
Groupthink The desire for harmony in a group can result in irrational decisions
Group Polarization The tendency for a group to make decisions that are more extreme than the initial inclination of its members
Social Loafing The tendancy to put less effort into a task when we are part of a group
Facilitator Bias ** A facilitator unwittingly influences a group
Losing and Giving Face The fear of losing face is a significant barrier to open conversation in many cultures
Social Silencing A phenomenon where people don’t speak up for fear of social exclusion
Psychological Safety ** A shared belief that within your team it is safe to take risks

Chapter: Virtual Conversations

In this chapter, Virtual Conversations, I look at the problems and issues surrounding virtual conversations and how best to host them.
Posts

Introduction: Virtual Conversations ** Computer-mediated converations
Zoom Virtual Knowledge Café On the Zoom video conferencing platform
Virtual Knowledge Café Process On the Zoom video conferencing platform
Telepresence – Beaming Into a Knowledge Café ** Being present virtually

Chapter: The Knowledge Delusion

In this chapter, The Knowledge Delusion, I explore various concepts such as beliefs and values, how they are formed, and many of the misconceptions surrounding belief formation, sensemaking, and decision making.
Posts

Introduction: Knowledge Delusion We delude ourselves about what we know and how we make decisions
What Are Beliefs? Ideas that are held to be true but not necessarily supported by any evidence
Belief Systems Our beliefs are not isolated pieces of data that we can take and discard at will
Attitudes A tendency to think, or feel about someone or something in a certain way
What Are Mindsets? Ways of thinking, mental inclinations, dispositions, or frames of mind
Values Values are beliefs we hold that something is good or desirable
What Are Morals? Principles of right or wrong behaviour
The Knowledge Delusion We know far less than we think we do
Knowledge Is Communal Most of our knowledge resides in other people
Polarization Is Tearing Us Apart We are polarized across political, religious, moral, and racial divides
Trust & Belief Formation Trust plays a critical role in forming our beliefs
The Allure of Simple Stories We tend to readily accept uncomplicated narratives without verification
Our Tribal Nature The human brain is hardwired to be tribal
Discrediting People ** Cause them to lose the respect or trust of others
The Global Information Ecosystem We live in a vast sea of information
Pollution of the Global Information Ecosystem The contamination of information with false and misleading material
Uncertainty ** Uncertainty refers to situations involving imperfect or unknown information
Filter Bubbles, Epistemic Bubbles and Echo Chambers Distort the reality of the world

Chapter: The Two Pillars of Truth

In this chapter, The Two Pillars of Truth, I explore the foundational pillars of truth-seeking: the scientific method and the Socratic elenchus. These approaches align with Conversational Leadership by emphasizing inquiry, dialogue, and curiosity. By examining how they test ideas and challenge assumptions, I aim to demonstrate their role in fostering critical thinking and deeper understanding in conversations and life.
Posts

Introduction: Two Pillars of Truth The convergence of science and philosophy in the pursuit of knowledge
The Scientific Method The backbone of modern science
The Provisional Nature of Scientific Knowledge Understanding science as an ongoing process
Understanding Scientific Terms Clarifying common misconceptions
Congruence, Coherence, and Contingent Truth Building a framework for understanding
The Fallibility of Science Understanding the limits and strengths of science
The Roots of the Scientific Method Exploring the history of the scientific method
The Scientific Method for Everyday Life Thinking and decision-making beyond the lab
Pseudoscience and Its Dangers Misinformation and its impact on society
Recognising New Age Mumbo Jumbo Understanding and avoiding deceptive New Age ideas
The Socratic Method A powerful tool for critical thinking
The History of the Socratic Method The evolution and impact of Socratic dialogue
The Socratic Elenchus A tool for intellectual discovery
How Could We Be Wrong? Is a crucial question to ask in a conversation
The Two Pillars of Truth How the scientific method and Socratic elenchus underpin civilization
Conclusion: Two Pillars of Truth Critical thinking - a civic duty

Chapter: History and Philosophy of Conversation

In this chapter, History and Philosophy of Conversation, I look at how dialogue has evolved across cultures and eras. Too often, we see conversation as ordinary or effortless. By tracing its roots, we begin to understand it as a thoughtful practice shaped by time, context, and human need.
Posts

Introduction: History and Philosophy of Conversation The art of conversation has evolved over thousands of years
History of Conversation The changing face of conversation through the ages
Philosophy of Conversation Conversation is fundamental to the human experience
Philosophy as a Relational Practice Philosophy, responsibility, and meaning in everyday life
Etymology of Conversation A history of the word "conversation"
The Emergence of Conversation in Early Cultures ** Conversation stretches far back into prehistory
Conversation in Ancient Greek Society ** Socrates, Plato and Aristotle
Conversation in Ancient Roman Society ** ...
Cicero’s Sermo ** Conversation, discussion, or talk
The Great Conversation The evolving dialogue of ideas over millennia
The Conversible World The sphere of human interaction and exchange of ideas
On Conversation An essay by Benjamin Franklin, the Pennsylvania Gazette, 1730
Two Realms of Intellectual Discourse ** The learned and the conversible
Orality ** The practice of transmitting knowledge, culture, and traditions through spoken language

Chapter: Society & Democracy

In this chapter, Society & Democracy, I explore various aspects of a democratic society.
Posts

Democracy’s Spectrum ** From Direct to Representative
Evolution of Democracy **
Socrates on Democracy Socrates had a nuanced view of democracy
Modern Democracy **
Voting in a Democracy **
Deliberative Democracy ** Deliberation is central to decision-making
Freedom of Speech Freedom of speech is not just another value
Tolerance Is A Social Contract, Not a Moral Absolute The paradox of tolerance

Chapter: Neuroscience of Conversation

In this chapter, Neuroscience of Conversation, I explore the neuroscience of conversation and, more generally, the neuroscience of consciousness and cognition.
Posts

Introduction: the Neuroscience of Conversation Conversations trigger changes in the brain
The Neuroscience of Conversation Conversations trigger changes in the brain
Conversational Chemistry The role of chemical messengers in communication
The Nature of Consciousness The mystery of the mind
The Relationship Between Consciousness and Intelligence ** Both concepts are multifaceted and the relationship is not well understood
Understanding 4E Cognition The multidimensional nature of cognition
Beyond the Brain The multidimensional nature of cognition
Mirror Neurons The key to social cognition
Interbrain Synchrony When neural activities align between people during social interactions
Mirror Neurons and Interbrain Synchrony Enhancing Conversation Neuroscience
The Science and Benefits of Walking ** We are more creative when walking than sitting down
The Surprising Benefits of Doodling Doodling can help you stay focused, grasp new concepts and retain information

Chapter: Our Evolutionary Journey

In this chapter, Our Evolutionary Journey, I explore our evolutionary journey past, present, and future, from the Big Bang to the death of the Universe.
Posts

Introduction: Our Evolutionary Journey From the Big Bang to the universe's death
We Are Stardust We are literally part of the universe, not separate from it
Our Past Evolutionary Journey The journey from the Big Bang to the present day is a remarkable story
What Does Our Future Biological Evolution Hold? With advances in science and technology
Post-biological Evolution ** Evolution is not limited to biological evolution
Understanding Teleology Exploring the concept of teleology
The Meaning of Purpose Purpose has a nuanced meaning
Fundamental Questions About Human Life ** Whis is the purpose of life and humanity?
Why Does Human Life Exist? ** Why are we here?
What Is the Meaning of Life? ** What is the meaning of an individual human life?
What Is the Purpose of Humanity ** What is our collective purpose?
The Case for Longtermism How thinking long-term can shape a better future for humanity

Chapter: Appendix

In this chapter, Appendix, I list all the posts still searching for their place in the structure of this blook. Sooner or later, I will allocate most of them to a specific chapter.
Posts

Human Conversations and AI Conversations ** Some differences will fade, others may remain
Talking Too Much Good conversations are everyone's responsibility
Human Rights and Obligations Why values matter only when lived through action and relationships
Connection Is the Work Why relationships shape whether work happens at all
Three Disclosure Rules for Conversations Sunshine, Chatham House, and Vegas
Power and Politics in Conversation Conversational Leadership meets organisational reality
The Etymology of Faith From belief without proof to lived connection
LLMS Tables: Intelligence and Conversation ###
The Meaning of an Apple What AI can describe but never experience
Problems Only Exist in the Mind Anthony de Mello and the nature of awareness
Shared Meaning To understand each other's perspectives well enough to accept them
Reid Hoffman Meets His AI Twin
The Bully Lie How obvious falsehoods are used to assert control
Rethinking the Ladder of Inference in a Complex World From inference to influence
Let Them Be, Let Them See Leading by example in a conversational age
Don’t Hide Your Light Under a Bushel ** Why speaking up matters in conversation and leadership
Facilitating Dialogue on AI Policy UNESCO Knowledge Café Experience
The Complex Nature of Political Identity Beyond left and right
Sam Harris’s “Great Problem” and Conversational Leadership The vital connection
The Care in Curiosity Seeing curiosity not as a tool, but a way of being with the world
The Surprising Etymology of Curiosity A history rooted in care
Peter Block, the Grand Inquisitor, and Leadership Leadership, freedom, and the burden of responsibility
The Fable of the Bees Or, Private Vices, Public Benefits
Conversation Is Action Transforming talk into tangible outcomes
Critical Thinking How to challenge your own assumptions
Writing with AI Isn’t Necessarily Cheating Why it’s a legitimate tool for professionals and creators
What Do We Mean by Wisdom Why wisdom resists definition and why it matters for how we think, decide, and act together
Nurturing a Collaborative Culture Through Knowledge Cafés Using Knowledge Cafés to bridge silos and encourage open dialogue
Diplomacy ##
Crafting Writing That Drives Change Larry McEnerney's insights on good writing
Conversational Leadership Mindset Developing a Conversational Leadership mindset
Cognitive Surplus Untapping our human potential
Pay It Forward ** Now and for future generatios
Multipolar Traps or Moloch Traps Acting against our collective interests
Avoiding Modern-day Colonialism Colonialism: the dominance, control, and exploitation by one group over another
Three Questions for Meaningful Conversations Clarify focus, approach, and community-building in discussions
The Impact of Cognitive Biases in Conversation Cognitive biases can lead to flawed or irrational conclusions in a conversation
Relationships ** The way in which two or more people are connected
Spirituality A deep appreciation, respect, and love for the universe, the world, all life, and humanity
The Perils of Binary Bias ** Simplifying complex issues into two extreme and opposing categories
Circles of Engagement ** Aligning efforts with impact
Signal-to-noise Ratio The ratio of useful or true information to false or irrelevant data
What Would Make a Better World? Many things
Predicting the Future Is a Fools’ Errand ** But we can help create it
Personal Power ** We hold more potential today than ever to transform the world
Global Consciousness The capacity and disposition to understand and act upon global issues
The Power of Curiosity Driving human progress
The History of Conversational Leadership 1985 to today
We Are Not Enemies but Friends Finding understanding by conversing with those who think differently
Responsibility We need to take responsibility for the changes we wish to see in the world
Consensus ** The trouble with consenus
Zoom Virtual Knowledge Cafés **
Changing People ** The challenge of trying to change people
Reversing Cause and Effect The conversation creates the speakers
Be Open and Transparent ** Key traits of knowledge workers
Learning **
The Mind Is a Fire to Be Kindled Not a vessel to be filled
Learn to Listen and to Tell the Truth Do we listen, to confirm what we already think or do we listen in order to reply?
The Fourth Industrial Revolution A new era of connectedness and complexity
Evidence for a Collective Intelligence Factor in the Performance of Human Groups **
How to Design Powerful Questions Questions open the door to dialogue and discovery
The Mehrabian Myth It is not true that 93% of our communication is nonverbal
Positive Deviance in Action How everyday outliers spark lasting community change
The New Science of Building Great Teams ** 35% of variation in team performance is accounted for by the amount of face-to-face communication
Hawthorne Effect Myth Being watched affects your behavior
Is Noise Always Bad? ** Exploring the Effects of Ambient Noise on Creative Cognition
Conversational Post-project Reviews **
Everything Is Fragmented ** Fragmentation
Entrained Thinking Blinded to new ways of thinking by perspectives acquired through past experience
Managers Are Employees Too ** They can be hired, fired and appraised just like everyone else

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