Jennifer and Catherine muse about the differences of leading in complex, unpredictable settings, and how coaches can help.
What makes complexity different and how can leaders respond effectively?
Keith and Jennifer talk about the connections between action learning and tackling adaptive challenges.
Keith, in his role as Chair of Oxfam International, wonders about how to support people to think and act in more complex ways.
How Might Complexity Thinking Help Us to Better Lead an International Confederation?
In this little case study from Kegan and Lahey's new An Everyone Culture: Becoming a deliberately developmental organization, Jennifer describes Cultivating Leadership's work with Suncorp's Strategic Innovation Division
Zafer and Jennifer describe the difference between managing the probable and leading the possible and lay out the habits of mind that help support leaders to lead a better world.
Jennifer and Keith lay out four habits that help leaders thrive in quickly changing conditions.
Mapping Complexity of Mind
Leadership and Complexity of Mind: The Role of Executive Coaching from Fitzgerald and Berger (2002) Executive Coaching, Practices and Perspectives
In this appendix, Jennifer offers the key concepts of developmental theory as a handy reference guide
In this journal article, Jennifer describes the many different ways people make sense of being on their growth edge.
In this journal article, Jennifer introduces us to four different participants with something of a post-modern worldview. She explores the difference in holding this worldview at different developmental capacities, and underscores how important it is to understand not just what someone believes, but how and why she believes it.