I have to be honest Personal Development Plans (PDPs) do tend to make me cringe at times. I remember collating them once in a retail organisation, and one manager had simply written in every column for each of his team members: ‘get on a course!’ They can of course be a lot more resonant and meaningful than that.
One of the best places to start is by considering your own unique situation and expertise. Are you newer to your
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Tim Leary (1920–1996) was a U.S. psychologist and writer. He was one of the most influential (and controversial) figures of the 1960s counterculture, best known for promoting the use of psychedelic drugs such as psilocybin and LSD.
I’ll leave you to reflect on the following quote which reflects themes of individualism, authenticity, counterculture thinking, seeking deep connection and rejecting conformity…
“Admit it. You aren’t like them. You’re not even close. You may occasionally dress yourself up as one of
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William James (1842–1910) was a foundational American psychologist and philosopher, widely regarded as the ‘father of American psychology.’ The following quote is widely attributed to him. However, the earliest known sources trace the wording long before him and to other authors.
It needs little commentary to bring it to life. As a starter if we can focus on actions, great, a step in the right direction will help us to think and feel better. But as you can see
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If you are interested in coaching and / or systems thinking then this could be a good read for you. It starts with a really strong metaphor that systems are like the spots on a peacock’s tail, the experience of joining and belonging to many different systems.
Whittington then goes on to describe:
“These Organising forces, rather like those that influence the weather system, are beyond human intervention and exist in order to sustain a dynamic balance in systems.
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In this posting I am taking a break from my usual book recommendations, going with a work of fiction that I read on holiday.
The Factory is a story about a newly employed worker who from the outset (the recruitment process) begins to realise that her manager already has plans for her, that well, haven’t considered any of her plans.
She goes on to experience the futility of work, not really knowing what she is doing, and not knowing
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In this podcast Steven Kotler provides some really simple approaches to tuning our nervous system. He suggests if you have X minutes a day then try:
5 mins – do a gratitude list
6 mins – read a novel
7-11 mins – breath work
11-15 mins – go for a walk in nature
20-40 mins – get some exercise
This aligns really well with Energy Mapping, committing to deliberate daily activity for yourself and / or others. Working across
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I recently came across the idea that AI is a bit like a microwave. The technology is amazing, but you wouldn’t host a dinner party by using it alone. About twice a week I fall in love with my microwave, but only to reheat leftover coffee. But it did start to mirror my use of AI, a couple of times a week I find it really helpful.
I then came across this study, The Cybernetic Teammate. Firstly, it encouraged
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This quote from Flow Radio’s episode The Creative Leader’s Playbook is so good I’m not going to touch it.
Steven Kotler sits down with artist, designer, and serial entrepreneur Jody Levy for a conversation on how intuition, constraint, and ritual unlock creativity — and why all three are non-negotiables for high-performance leadership…
“I think it comes back to time, when I have the gift of time I’m like oh my god what am I going to do with it.
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Tempered radicals, Meyerson and Scully argue, are individuals who identify with and are committed to their organisations and also to a cause, community or ideology that is fundamentally different from, and possibly at odds with, the dominant culture of their organisation.
On the one hand radicalism stimulates them to challenge the status quo. Whereas on the other their temperedness reflects the way they have been toughened by challenges. Possibly being angered by what they perceive as injustices or ineffectiveness,
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I am a big fan of systems thinking. However, I sometimes struggle with the literature and application. The science often baffles me (I prefer the art). The Kauffman’s define Systems Thinking in simpler, if not simple terms.
Using a bicycle metaphor to describe how 2+ things are stronger together and more stable. The importance of feedback loops. ‘Balancing feedback’ loops that negate change, to create stability. As well as ‘reinforcing feedback” loops that amplify change.
If I look at Systems Thinking through
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