Aggression is the most common behavior used by many organizations, a nearly invisible medium that influences all decisions and actions.

Nothing has given me more hope recently than to observe how simple conversations give birth to actions that can change lives and restore our faith in the future. There is no more powerful way to initiate significant social change than to start a conversation. When a group of people discover that they share a common concern, that's when the process of change begins.

Everyone in a complex system has a slightly different interpretation. The more interpretations we gather, the easier it becomes to gain a sense of the whole.

Circles create soothing space, where even reticent people can realize that their voice is welcome.

Organizations are now confronted with two sources of change: the traditional type that is initiated and managed; and external changes over which no one has control.

We've taken disturbances and fluctuations and averaged them together to give us comfortable statistics. Our training has been to look for big numbers, important trends, major variances. Yet it is the slight variations - soft-spoken, even whispered at first - that we need to encourage.

I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant, given the context of any situation