The inherent preferences of organizations are clarity, certainty and perfection. The inherent nature of human relationships involves ambiguity, uncertainty, and imperfection. How one honors, balances, and integrates the needs of both is the real trick of feedback.

Organizations are, in the last analysis, interactions among people.

Nothing fails like success.

Discoveries from one community cannot be repackaged and provided to another as a silver bullet, That's a "best practice" rollout and it invariably evokes the immune rejection response.

People are much more likely to act their way into a new way of thinking, than think their way into a new way of acting.

The incremental approach to change is effective when what you want is more of what you've already got.

Unintended consequences get to the heart of why you never really understand an adaptive problem until you have solved it. Problems morph and "solutions" often point to deeper problems. In social life, as in nature, we are walking on a trampoline. Every inroad reconfigures the environment we tread on.