Articles

Let’s face it, other than companies like us, engagement is not core business. So that means there are people working in organisations,...

The great COVID transparency is showing us the way we try to seek balance by compartmentalising our lives...those boxes are being broken

There are some fundamentals of group facilitation that people sometimes forget to apply to online environments.

One of the most toxic environments we can set up in consultations is one of ‘right and wrong’.

While it is not uncommon for people to come together in a crisis, something quite remarkable has emerged from the rubble.

There can be a world of difference between an engagement practitioner’s passion for engagement and an organisation’s willingness.

In an era of ‘alternative facts’, the most needed commodity on the planet is the hardest to find...

The obits of implementation explores the different roles and influence that people and organisations may have over implementation

Can there be power in NOT knowing and NOT jumping to a solution. After all “Today’s problems come from yesterday’s solutions”

There are some foundations in facilitation that sit at the core of the facilitators work to consider

Regardless of our individual and collective dedication unless we look after ourselves we end up running on a wet floors

While we appreciate the power of apologies on a personal level, organisations get very nervous about the prospect of delivering one.

It does alway take a painful public failure to trigger awareness, engagement is a paradigms offered to help organisations avoid the pain.

‘Talks breaking down’ not because of the content but because of ‘personality’ issues and investments in role, title and being right

While we are told that robust debate is what helps new ideas to emerge. Yet this need to battle, misses the power of sensitivity

At times big or small projects can seem complicated and even impenetrable but it is at these moments that we could bring it back to people

Leading teams through change is an issue leaders face on a daily basis. How do you build alingement for a certain direction?

People who have been marginalised in life are often so grateful for assistance that they are reluctant to provide feedback to providers

It can feel overwhelming when a community has lost trust and the temptation is to ignore the situation, push forward..the lies the real risk

Many organisations fear asking more of the community because it loses some control. But what if it is does the opposite?