Would you like to join one of our free webinars? Follow us on our socials. Find them all here: linktr.ee/nexus4change
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LEVELING UP OD: HARNESSING SIMS & GAMING FOR CHANGE Featured Speaker: William J. Rothwell, Ph.D.
Discover how cutting-edge simulations and serious gaming are accelerating learning and change in organizations. Drawing on his books featuring action research, appreciative inquiry, and 20 major OD intervention simulations, Dr. Rothwell will share practical examples of how these tools can enhance engagement, drive effective change, and develop OD capabilities. Attendees will leave with actionable ideas to bring fresh, interactive approaches to their own OD practice.
Dr. William J. Rothwell is Professor Emeritus at Penn State University and President of Rothwell & Associates, Inc. With over five decades of experience in HR, OD, and talent development, he’s worked with more than 50 multinational organizations and governments and chaired over 120 Ph.D. committees worldwide. The author of 169 books, Dr. Rothwell is celebrated for shaping global best practices and is the recipient of numerous prestigious industry awards for his work across business, government, and academia.
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View the full Change 2025 schedule at bgsu.edu/changeconference
This is one of my news digests. If you like my editorial choices, there are more to be found by clicking on the "dear reader" link, and on my name above. Enjoy !
Takeoff projects help students complete their academic projects. Register at takeoff projects today to find and learn about different interesting big data projects and grab the best jobs. Get started right now.
In this conversation with members of Virtuous Company's Leadership Program (Programa Lideranças Virtuosas), Otto Scharmer distills a lifetime of wisdom on leadership and systems change.
Dr. Scharmer is a Senior Lecturer at MIT and Founding Chair of the Presencing Institute, having dedicated the past 20 years to helping leaders embrace cross-sector systems transformation.
He is an action researcher who co-creates innovations in learning and leadership that he delivers with institutions in business, governments and civil society around the world.
Through his bestselling books “Theory U” and “Presence” (co-authored with Peter Senge and others, with whom we also had the honor to speak with last year), Prof. Scharmer introduced the groundbreaking concept of "presencing". He also co-authored “Leading from the Emerging Future: From Ego-system to Eco-system Economies" and, more recently, “Presencing: 7 Practices for Transforming Self, Society, and Business”.
Prof. Scharmer co-founded the MITx u-lab, which has activated a vibrant worldwide ecosystem of transformational change involving more than 250,000 users from 186 countries.
In collaboration with colleagues, he co-created global Action Learning Labs for UN agencies and SDG Leadership Labs for UN Country Teams in 26 countries, which support cross-sector initiatives for addressing urgent humanitarian crises.
🟢 Dans un monde extrêmement focalisé sur le manque, la correction des écarts, la chasse aux dysfonctionnements et la résolution permanente de problèmes, tout le monde est épuisé.
🟢 Les leaders sont submergés, les équipes désengagées, l'organisation fragilisée.
🟢 C'est pour cela que depuis plus de 15 ans, nous accompagnons les leaders à focaliser leur management intentionnellement et obsessionnellement sur les ressources pour réveiller les forces et l'enthousiasme des équipes, gagner en agilité, et faire de votre culture managériale un avantage décisif face aux enjeux de votre organisation.
🟢 C'est le n°1 d'une série APPRECIATIVE INQUIRY FRANCE ou Gilles Hauvette et Bernard Tollec aurons le plaisir de vous partager leur expérience, histoires et résultats de cette nouvelle façon de manager et transformer au quotidien en focalisant sur les ressources (Points Verts) plutôt que de se perdre dans les manques et problèmes (les Points Rouges)
In this episode, Susan interviews Harrison Owen the celebrated creator of Open Space Technology which was “channeled” through him, he claims, because of the presence of good gin as well as past inspirations from a village where he lived in West Africa that handled differences by sitting in a simple circle. Open Space has been used in more than half of the countries on earth in what has been a 30+ year experiment in what Harrison observes as the “natural occurrence of peace and high performance.” In this episode, Harrison talks about how Open space evolved and why he thinks it works in high conflict situations. He describes some specific applications – the first, to a conflict between government agencies and Native Americans about where to build a highway on tribal lands and, the second, a meeting of 50 Israelis and Palestinians in Rome who were at polarized odds. “One of the interesting things that struck me early on (about Open Space) is how hugely conflicting people who had spent a considerable amount of time trying to deal with a particular issue would, for whatever reason, find themselves in an Open Space and, more often than not, come out hugging and kissing – problem solved.” In his typical fashion, Harrison provides insight in just about every sentence he utters including reflections on why Open Space isn’t used even more widely than it is given its consistent effectiveness.
Louise Erdrich, courtesy of Maria Popova Life will break you. Nobody can protect you from that, and living alone won’t either, for solitude will also break you with its yearning. You have to love.…...
My spark bird was a Bufflehead duck seen in 1991 through the binoculars that were a childhood gift.I was walking with Caitlin across a bridge in Peterborough on a still and hot summer night and we…...
Mr Deeraj B Udyawar is a Financial and Business Leadership Coach, a seasoned entrepreneur, and a powerful motivational speaker with 30 years of corporate excellence, especially in sales, marketing, and the financial industry.
He has worked with some of India’s most respected brands — BPL Sanyo, Mahindra, AMP, ING Vysya, Tata AIG, Reliance, and Kotak — and wherever he went, success followed His achievements didn’t stop at boardrooms… They took him across the globe — Thailand, Malaysia, Dubai, Abu Dhabi, France, Russia, and South Africa — proving that leadership has no borders.
As an entrepreneur, he is a partner at Macchhi, a popular seafood restaurant chain with five thriving outlets in Mangalore, and the founder of Development Solutions Mangalore (DSM) — a firm dedicated to financial planning and recruitment. He is also a National Trainer with JCI India, and proudly serves as the Zone Chairman of Zone 15 for JCOM, a leading Business Growth Organization. In recognition of his exceptional commitment, consistency, and dedication, Zone 15 has retained him to continue as Zone Chairman for 2026 too
To sharpen excellence even further, he has attended ABLE and Nalanda trainings — among the finest business leadership programs available in JCI India.
Just back from teaching participatory leadership to 35 university leaders in Dallas, Texas and arrive home to find this great course outline that Cedric Jamet has put together for his university st…...
Why do some problems have obvious solutions, while others seem impossible to untangle? In this video, we explore the Cynefin Framework, a powerful sense-making model that helps you understand different types of problems and choose the right approach for each one.
You’ll learn the five Cynefin domains—Clear, Complicated, Complex, Chaotic, and Disorder—and how they affect decision-making in leadership, business, technology, and everyday life. Through simple examples, we’ll show why applying the wrong solution can make things worse—and how Cynefin helps you respond with confidence, even in uncertainty.
Whether you’re a student, leader, or problem-solver, this video will help you move from confusion to clarity.
Cette vidéo présente les principes clés de la gestion de projet adaptative et explique pourquoi il est essentiel de répondre à des systèmes complexes plutôt que de s’appuyer uniquement sur des méthodes traditionnelles. Elle explore des cadres comme Cynefin, les évolutions de la gestion (1.0 à 3.0), et met en avant l’importance du travail d’équipe, de l’amélioration continue et d’une culture organisationnelle propice à l’agilité. On y retrouve les concepts Agile (Manifeste, Scrum, Kanban, SAFe), leurs avantages et limites, ainsi que la nécessité d’un leadership adapté pour réussir les transformations. La vidéo illustre aussi la différence entre problèmes « apprivoisés » (simples, résolus par des experts) et problèmes « sauvages » (complexes, nécessitant des approches intégrées). Enfin, elle insiste sur la sécurité psychologique, l’autonomie des équipes et la création de valeur centrée sur le client grâce à des boucles d’apprentissage et un développement itératif.
In the final part of our Fireside Chat, Thomas Herrmann shares his long-term vision: to bring life-nourishing, co-creative ways of working to everywhere on earth.
In a time when democratic values are under threat in many parts of the world, Thomas makes the case for starting at the grassroots, with inclusive, well-facilitated conversations that empower people to listen, engage, and lead. He and Michelle Cooper reflect on how Open Space Technology and can restore not just organizational effectiveness, but also trust, relational connection, and shared humanity.
¿Tu equipo de QA solo "recibe órdenes" o realmente participa en las decisiones? 👇
Si sientes que la información en tu empresa fluye en una sola dirección (de arriba hacia abajo) y que las decisiones importantes se toman en los pasillos o en el "enfriador de agua" sin consultar a quienes realmente hacen el trabajo, este video es para ti.
En este episodio analizo el tema enfocándome en cómo el Liderazgo y la Cultura impactan directamente en la calidad del software. Descubrirás por qué los líderes modernos no deben limitarse a dar instrucciones, sino que deben facilitar un flujo de información ascendente, permitiendo que los equipos de entrega sean escuchados y que la toma de decisiones se delegue a quienes están más cerca del contexto.
Lo que aprenderás:
El peligro de los silos: Por qué las mejoras aisladas en grupos funcionales fallan si no hay una visión de "Whole Team" (Equipo Completo).
Transparencia radical: Cómo evitar que los trabajadores remotos queden excluidos de las decisiones críticas.
Cultura generativa: La conexión entre la confianza, la seguridad psicológica y el rendimiento de entrega (basado en métricas DORA y principios de Holistic Testing).
Introducción al modelo Cynefin: Una herramienta esencial para que los líderes entiendan la complejidad a la que se enfrentan sus equipos.
Si eres Test Manager, Scrum Master o Líder Técnico, necesitas dejar de gestionar tareas y empezar a gestionar la cultura.
Join the Best Personal Colour Analysis Workshop and learn how to choose colors that complement your skin tone and personality. Enhance your style and confidence with professional guidance today.
VIDEO (Audiogram) Version Guest: Otto Scharmer, MIT Senior Lecturer Why does leadership fail during disruption, even when leaders are experienced and well-intentioned?
In this in-depth leadership conversation, Otto Scharmer explores why traditional change management and executive leadership models break down in complex, fast-moving environments. As organizations face AI acceleration, digital transformation, global uncertainty, and systemic disruption, leaders must develop new capabilities in transformational leadership, systems thinking, and organizational change.
In this episode, you’ll discover: • Why most leadership failure begins with a disconnect from reality • The four levels of listening and their role in leadership development • How “open mind, open heart, open will” strengthens executive decision-making • Why holding space is critical for innovation and team performance • How Theory U helps leaders sense and shape emerging future possibilities, and • What systems leadership looks like in times of crisis.
If you’re an executive leader, innovation professional, board member, or change agent navigating disruption, this discussion will challenge how you think about leadership, strategy, and transformation.
Subscribe for more conversations on innovative leadership, systems leadership, organizational change, and executive development.
Other episodes you'll enjoy: - Leadership at the Edge of Uncertainty with Helle Bank Jorgensen - The End of Stability: Leading in a Disrupted World with Bob Bush, Jr. - Leaders Need More Values with George Limbert For daily wisdom from our guests, be sure to follow us on LinkedIn. RESOURCES: Otto’s landmark book is The Essentials of Theory U; it’s available in paperback at https://amzn.to/4aA4N4v, and as an audiobook at https://amzn.to/4tH38mu.
Our host Maureen Metcalf posts a newsletter every week on LinkedIn. You can subscribe here.
Maureen’s latest book is Innovative Leadership & Followership in the Age of AI. The Kindle version is available at https://amzn.to/44buVz8 .You’ll find further details about it at https://bit.ly/LeaderInAI. Her other 10 books are available on Amazon here.
Loved this episode? Leave us a review and rating! ----------------------- About Our Guest: Otto Scharmer, a Senior Lecturer at MIT and Founding Chair of the Presencing Institute, has dedicated the past 20 years to helping leaders embrace cross-sector systems transformation.
Through his bestselling books Theory U and Presence (the latter co-authored with Peter Senge and others), Otto introduced the groundbreaking concept of "presencing" — learning from the emerging future.
He co-founded the MITx u-lab, which has activated a vibrant worldwide ecosystem of transformational change involving more than 260,000 users from 194 countries. In collaboration with colleagues, he co-created global Action Learning Labs for UN agencies and SDG Leadership Labs for UN Country Teams in 26 countries, which support cross-sector initiatives for addressing urgent humanitarian crises.
Born and raised near Hamburg, Germany, Otto’s early experiences on his family farm profoundly shaped his vision. From his father, a pioneer of regenerative farming, Otto learned the significance of the living quality of the soil in organic agriculture, which inspired his thinking about social fields as the grounding condition from which visible transformations emerge. Like a good farmer who cares for the soil, Otto believes responsible leaders must nurture the social field in which they operate. He emphasizes that shifting our economic operating systems from extractive to regenerative requires innovations in leadership support structures for shifting mindsets from ego to eco. Building that infrastructure is the purpose of the u-school for Transformation.
#Otto Scharmer #Theory U #transformational leadership #leadership #presencing #Theory U explained
Part 1: Why theory matters for facilitation practice In this first instalment of this series I moved the focus of facilitation practice from tools to context.In this instalment I want to explore w…...
Why do so many faithful, hardworking congregations end up stuck in cycles of meetings, planning, and revision—with little energy or movement to show for it? Often, the issue isn’t commitment or effort, but a leadership approach that focuses on fixing problems rather than cultivating vitality.
This one-hour webinar invites leaders to reimagine strategy as a human, hopeful, and spiritually grounded practice in line with EPN’s commitment to gathering the Church for learning, networking, and connection.
Drawing on Appreciative Inquiry, this session will offer practical tools for helping leadership teams notice where life and energy are already present, and then align around a shared vision that can actually be carried forward.
In this session, we will explore how to: * Identify Life: Use Appreciative Inquiry to discern where God is already at work in your congregation and community. * Reduce Fatigue: Simplify structures and administrative processes to ease the burden on clergy, staff, and lay leaders. * Align Vision: Move strategic plans off the shelf and into shared, active discernment that people can own together. * Lead Ethically: Use contemporary productivity tools in ways that support—rather than replace—human wisdom and relational leadership.
Whether you’re leading a vestry, staff team, or congregation through change, this conversation will offer clarity, encouragement, and practical approaches you can begin using right away.
Join us for this EPN presentation and discover how strategy, when rooted in appreciation and shared purpose, can renew both leadership and mission.
Presented By: * Crystal Stone - Chief Operating Officer, Christ Church Cathedral; Indianapolis, Indiana
How to apply complexity thinking in your organisation If we can’t reliably predict what will happen in our organisations, can’t control outcomes in any simple way, and can’t even agree on what’s true – how do we lead?
That’s the territory explored in this conversation with Dave Snowden. We move beyond tidy change models and into the realities of uncertainty, distributed knowledge and contested meaning. This episode challenges the instinct to simplify too quickly, offering a more grounded way to think about judgement, intervention and action in complex systems.
From Cynefin to estuarine mapping, the discussion examines what it really means to make sense of the present before attempting to shape the future — and why leadership in complexity is less about control and more about creating the conditions for coherence to emerge.
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💼Dave Snowden Founder & Chief Science Officer, Cynefin Company https://thecynefin.co/
Dave Snowden is an internationally recognised thinker and practitioner in complexity science and sense-making, best known for developing the Cynefin framework. His work focuses on applying principles from the natural sciences to social and organisational systems, challenging linear approaches to strategy and decision-making. He is the founder of Cognitive Edge and The Cynefin Company, where he has led the development of practical methods and tools – including the SenseMaker® software suite – to help organisations navigate uncertainty and emergence.
After completing an MBA in Financial Management, Snowden moved into consultancy and software design, creating decision-support systems at Data Sciences, where he became General Manager and Corporate Business Development Manager. His Genus Programme, integrating JAD/RAD, object orientation and legacy management, played a central role in the company’s turnaround prior to its acquisition by IBM in 1997. Following the acquisition, his work became increasingly public and influential.
Since then, Snowden’s work has centred on sense-making, narrative methods, knowledge management and the practical application of complexity science to organisational life. He is widely regarded as a leading voice in helping leaders move beyond best practice and simplistic solutions, and towards approaches grounded in context, distributed cognition and adaptive action.
Garin is an award-winning Organisation Development and Design consultant with over 19 years’ experience. He has supported leading organisations in London, Asia Pacific, Middle East, India and Sydney in achieving their strategic objectives. He has experience working with companies of all different sizes and sectors including Legal & General, BNP Paribas and Citigroup. Garin is Chair of the CIPD Organisation Development and Design Group and Co-Chair of CIPD Culture and Transformation Senior Stakeholders Group. In these roles he delivers regular events that support the development of the OD&D and HR profession. Garin is a regular conference speaker and writer on Organization Development.
Garin is a Chartered Fellow of the CIPD and his qualifications include an MSc in Systemic Leadership and Organisational Development (Grade: Distinction) and a BA (Hons) in Business from Northumbria University.
Dani is an experienced people and organisational development professional having worked as Director of People at Investors in People and led multi-disciplinary business services functions including People and HR, governance and risk and technology in both the not-for-profit and public sectors. She has an MBA from Durham University and has completed the Organisation Development Practitioners Programme at Roffey Park.
Dani works with leaders to take a more people-centric approach to organisational effectiveness and growth delivering transformational people and organisational effectiveness programmes. She works with leaders to develop strategies and create the conditions, culture, structures, and processes that unleash the potential of their people to achieve great things. Dani is TrainingZone's OD Columnist. #complexity #change #emergence
O Cynefin é um framework de tomada de decisão e "sense-making" criado por Dave Snowden para ajudar a identificar a natureza de problemas em cinco domínios: Claro, Complicado, Complexo, Caótico e Desordem. Sua relação com a metodologia ágil é fundamental, pois métodos tradicionais ("cascata") assumem previsibilidade e falham em ambientes incertos. O Agile, especialmente o Scrum, é ideal para o domínio Complexo, onde a relação de causa e efeito só é percebida em retrospecto, exigindo experimentação e aprendizado iterativo.
O framework resolve o problema de diagnósticos equivocados, evitando que soluções lineares e simplistas sejam aplicadas a desafios emergentes, o que reduz erros estratégicos e desperdícios.
As principais armadilhas são o "efeito cobra" (intervenções diretas que geram consequências negativas não intencionais) e a zona de complacência, onde o excesso de confiança em processos "claros" pode levar a um colapso catastrófico no caos. Para evitá-las, as melhores práticas recomendam a execução de experimentos seguros para falhar (safe-to-fail probes), o uso de feedback contínuo (como a técnica "está quente ou frio?") e o diagnóstico cuidadoso do cenário antes de agir.
Para entender melhor, podemos usar uma analogia: gerenciar um sistema complexo sem o Cynefin é como tentar administrar um cardume de peixes dando ordens individuais; o líder só percebe o perigo quando o sistema já reagiu de forma imprevisível ao ambiente.
It was the summer of 2020, and I was flying down the street on my Vespa 150cc, wind cutting through my T-shirt, flip-flops tapping the pedals, a small speed-racer helmet strapped to my head. I loved how powerful I felt riding that thing—unencumbered, fast, free. As I passed a father and his two daughters playing in their front yard, one of the little girls pointed and said, “Look, Daddy! A girl on that motorcycle!” In that moment, I felt like a superhero. Like maybe I was showing them what was possible. Minutes later, everything stopped. The Vespa wiped out. My body slammed into the pavement. My tibia fractured—a sixth-degree tibia plateau break that would change far more than my mobility. The pain was unbearable, but I didn’t cry. I made jokes. I waited. I couldn’t stand. All I could do was lie there on the concrete, in shock, waiting for the ambulance. I thought the Vespa would give me freedom. Instead, it confined me to a wheelchair for six months, followed by another eighteen months on crutches. Nearly five days a week, I was in physical therapy learning how to walk again. And in that wheelchair, I learned something I never expected. I wasn’t being seen. People were polite. Kind, even. But they didn’t look at me. They looked over me. Around me. As if I were furniture—present, but invisible. For someone who had always prided herself on being capable, independent, and self-sufficient—the builder, the provider, the one who made things happen—this was devastating. One moment still lingers. I was sitting outside a restaurant, staring at the front door, unable to open it. I had to wait until someone noticed me. I was humiliated. I hated asking for help. One of my closest friends used to call me Supergirl because I had a knit beanie with “SG” stitched on it. I can still hear her voice saying, “You don’t have to be a superhero every day.” At the time, I didn’t believe her. That realization came later, in the quiet. When I realized there was no one left to ask but God. I was the main provider for my family, lying in bed with my leg elevated, answering emails between pain medication and moments of fear—not because I lacked time off, but because I didn’t trust the world to keep spinning without me. Control had always been my safety net. Letting go felt like losing everything. But over time—nearly two years, in fact—something softened. I began asking different questions.What if this wasn’t just chaos?What if there was meaning here?What if this wasn’t the end—but a beginning? That’s when I remembered something David Reiling, CEO of Sunrise Banks and a leader I deeply admire, once taught me: adopt an abundant mindset. Not scarcity. Ask, “What can I learn right now?” instead of “What am I losing?” And that’s when I made a decision. If I was going to build again, it would be different not from force or fear, but from trust, listening, and abundance. That decision became Morris Hoeft Group. We build communities around brands by connecting head and heart. We create trust through human-centered design, Theory U practices, and deep listening. Our work is grounded in truly seeing people—because I know what it feels like to disappear in plain sight. This isn’t just branding. It’s meaning-making. Brands grow when trust is present. And trust is built through repeated positive experiences—through being seen. But this reckoning didn’t start with the Vespa. When I was sixteen, my dad—a WWII veteran—asked what I wanted for high school graduation. “A SAAB? A new car?” he offered. I chose college tuition. He looked at me, confused. “Why would you pick that? You’re just going to get married and have babies.” That moment stayed with me. I knew I wanted more. I didn’t want to be boxed into a role I hadn’t chosen. I wanted to learn, lead, and build. And I did. Throughout my career, I’ve mentored young people—formally and informally, through leadership programs, one-on-one conversations, and quiet coffees when someone needed guidance. I co-created a leadership initiative at Bethel University. I launched a podcast, Is That Cashmere?, to share the lessons I wish I’d known sooner. I tell these stories because leadership isn’t linear. It’s fractured. It breaks. And sometimes, it heals stronger in the broken places. My Vespa crash didn’t end my freedom. It redefined it. To every leader reading this: there is strength in surrender. There is purpose in your pause. And there is power in being truly seen.
Welcome to Reaching Minds: Thoughts for Your Life Journey.
In today’s episode, we explore the discipline and philosophy of Action Learning Questions - what they are, why they matter, and how this approach helps individuals and organisations navigate challenges that don’t have straightforward answers.
Action learning was originally shaped by Reg Revans and grew out of scientific inquiry, experimentation, and a willingness to work from a place of “not knowing”. Today, the methodology remains highly relevant. We live in a world saturated with quick fixes and instant expertise, yet many of the issues leaders face are not puzzles with predefined solutions. They are complex, multi-layered problems influenced by social, technical, economic and cultural realities.
To help us unpack this, I’m joined by Dr Richard Hale, co-founder of Know Will Do Action Learning Network and creator of the Action Learning Question approach. Richard has spent more than 25 years developing and implementing this methodology for governments, global organisations, and business schools. He has published widely in the fields of learning relationships, coaching, mentoring and organisational development, and brings a rich historical and practical perspective to this conversation.
Together, we look at:
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Why action learning is essential for tackling today’s intractable problems
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The difference between puzzles and problems
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The courage required to say “I don’t know” in professional settings
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The value of multiple truths and diverse perspectives
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The role of knowledge mapping (sky, ground, underground)
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How organisations such as the Civil Service have used Action Learning Questions to drive real change
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The personal capabilities people develop through this work, including deeper listening, reflective practice and working constructively with uncertainty
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Why sponsorship and alignment with real business challenges are vital for success
Richard also shares the evolution of the Postgraduate Certificate in Action Learning Facilitation, a unique qualification accredited through York St John University, and the importance of creating facilitators who can mobilise, catalyse and sustain learning across organisational systems.
This is a rich, reflective and practical conversation for anyone working in leadership, coaching, development, systems change or organisational transformation.
Discover how social prescribing in Wales tackles anxiety and loneliness by fostering friendship and community. Participants gain supervision and guidance, leading to personal growth and wider family impact. #SocialPrescribing #CommunitySupport #MentalHealth #Wales #Wellbeing — A LIVING LEGACY IN THE MAKING This episode stands on real work, real collaboration, and real delivery. Since November 2024, I’ve been deeply committed — alongside Caitlin Longden (documentary filmmaker & narrative storyteller), Lucy Rose Davies, and an extraordinary network of practitioners, community leaders, clinicians, academics, and creatives — to documenting, strengthening, and scaling nature-based health and social prescribing across Pembrokeshire and Carmarthenshire. This is not theory.This is embodied, lived practice. With gratitude and respect, this work has been shaped through collaboration with: • Shôn Devey & Angie Darlington — West Wales Action for Mental Health• Michael Jonas — CAVS• Hannah Brigham, Becky Brandwood-Cormack, Alison Moore, Sam Frankie Evans — Coed Lleol / Small Woods• Matt Lister & Joe Monks — Pembrokeshire Coastal Forum• Emma Williams & Richard Rees-Khan — Celtic Deep• Sue Christopher & Travis Christopher — Wild Swim Wales• Leanne Bird — Blue Freedom / Kudu People• Dafydd Millns — Tonik Surf• James Moore & Wendy Dearing — University of Wales Trinity Saint David (Social Innovation & Management)• Gus Yeulet — sound & field recording• Andrew Dugmore — Reconnect in Nature, pioneer and inspiration• And many others working quietly, powerfully, and consistently across West Wales Together, we are co-creating documentary evidence of what already works — through the Pembrokeshire Outdoor Health Project https://www.pembrokeshirecoastalforum.org.uk/projects/pembrokeshire-outdoor-health-project/ and the Cynefin Green Health Hub — aligning practice with the Well-being of Future Generations (Wales) Act and its Five Ways of Working: 🟢 Long-term🟢 Prevention🟢 Integration🟢 Collaboration🟢 Involvement This is Wales doing what Wales does best: leading with values. We are demonstrating — on the ground — how nature-based health improves:• mental wellbeing• emotional resilience• physical health• community cohesion• economic sustainability• and long-term public value This is the economic case and the moral case. Prevention saves money.Connection saves lives.Collaboration creates prosperity. This is why we are actively developing documentary films, research partnerships, and investment-ready narratives — including Awards for All, community funds, arts funding, and future cross-sector investment — to show what happens when we stop fragmenting care and start designing systems that actually work. To policymakers, funders, health boards, and government leaders — including Welsh Government, UK Government, Hywel Dda University Health Board, NHS Wales, and beyond: 👉 The pathway is already here.👉 The evidence is being gathered.👉 The people are ready. This is not a pilot phase — this is a paradigm shift already in motion. As we move into future storytelling — including Adventure Therapy and deep-dive conversations (because you cannot control the waves, but you can learn how to surf) — we invite those aligned with prevention, dignity, creativity, and long-term thinking to step forward. This is a call to co-create a healthier Wales:• more equal• more prosperous• more inclusive• culturally alive• rooted in land, language, and legacy Teamwork is dream work.This is the living legacy.The shift begins beneath our feet. 🌿 Join the conversation. Be part of the work.
I’ve been working collaboratively with Small Woods Association / Coed Lleol, Pembrokeshire Coastal Forum, and documentary filmmakers Caitlin Longden and Lucy Davis on an Awards for All funding application to document nature-based social prescription sessions across Pembrokeshire Outdoor Health Project and the Cynefin Green Health Hub in Carmarthenshire. One of the core themes we’re exploring is kindling humanity and community — remembering our ancestral roots as hunter-gatherers, gathering around the tribal fire, sharing food, stories, land, and belonging. 🌿 Maĩa Sparrow (@aderyn.pembs) extends an open invitation to people across West Wales and the British Isles who feel the call to:• form communities . 🔥 Kindling the fire of humanity.🔥 Kindling cooperation, community, and teamwork.🔥 Teamwork is dream work.
In 2025 I reviewed many new books and created several accompanying quick reference cards. The running total now stands at 381 book reviews and 148 QRCs – and counting. In addition to these reviews, I am one of the six judges for the Management Book of the Year 2025 competition in the Netherlands,...
Sam Falletta went from a four-cubicle call center to president, owner, and leader of a values-driven sale. In this episode, he breaks down how he built an award-winning culture by focusing on what employees truly need: strengths-based leadership, real-life support, meaningful incentives, and coaching that shifts mindsets.
We explore why most engagement efforts fall flat, how culture changes in a remote world, and the personal reasons behind his decision to step back and choose presence over pressure.
We close with Capiches, his collection of bite-sized life lessons inspired by his dad. This episode is packed with practical insight for leaders who want to build trust, retain talent, and create workplaces that genuinely work.
What we discuss in this episode: -Choosing a scrappy start over a safe path -Leading with dignity and measurable outcomes -Engagement vs turnover and Maslow’s reality -Redesigning incentives to match real needs -On-site counseling and appreciative inquiry -Pay-for-performance and client-aligned metrics -Remote work’s cultural costs and fixes -How and why to choose the right buyer -Capicias as a community for life lessons
⚡ Ready to ignite lasting transformation in your team or event? Book me for keynotes, corporate training, or Positive Intelligence® coaching at ToddBertsch.com
In this sixth video on Appreciative Inquiry, Let’s talk about something that can really shape our success—how we think about the future. In Appreciative Inquiry, there’s a concept called “Anticipatory Reality,” and it’s all about focusing on what we want and how we can get there. This week's video explores what this is and its impact by providing more confidence in your decisions,less anxiety and a brighter outlook on the future
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