This post is brought to you by our partners at Leadershipdialogues.com and we are proud to share. The recent protests in the streets show us that people really want to be heard and included in how we run things.  These desires can’t help but spill over into organizational life. Leaders

My colleague Shannon Wagers , who is a  corporate  R&D  consultant  at  P&G,  sent this  sketch  to show how he explains Simplexity to those  more familiar with Design Thinking as taught at Stanford.  I asked Shannon for a more complete explanation that  I could pass along in this blog.  His answer

We live in a world where “solutions” are easy to come by. Advocates, experts and lobbyists offer ready-made answers to complex problems. Politicians take sides and become entrenched in their positions, while people argue back and forth endlessly rather than collaborating. Many solutions are framed as total opposites — like

The tremendous impact of the coronavirus is altering the world for all of us in many ways.   No one, including organizational leaders, knows what to do next, where this is going or when it will end.  It could be six months or longer before we get back to anything normal

One indisputable fact for almost all of us is that change is hard.  It can be even harder for teams composed of people with many different problem-solving styles and diverse backgrounds. So how do you drive change with teams?  One sure way is to find really important problems that are

How many times have we heard this: “It’s a good idea but…” – the dreaded killer phrase? We know them in every language. Someone is trying to diverge and another person cuts in right on top of him/her. The ideation session is now severely impeded, maybe even stopped in its