I think we have to notice that the business processes we use right now for thinking and planning and budgeting and strategy are all delivered on very tight agendas.

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.

Many of us have created lives that give very little support for experimentation. We believe that answers already exist out there, independent of us. What if we invested more time and attention to our own experimentation? We could focus our efforts on discovering solutions that work uniquely for us.

It's not differences that divide us. It's our judgments about each other that do.

When leaders take back power, when they act as heroes and saviors, they end up exhausted, overwhelmed, and deeply stressed.

In virtually every organization, regardless of mission and function, people are frustrated by problems that seem unsolvable.

Very great change starts from very small conversations, held among people who care.