Iain McGilchrist – The Matter With Things Part 1

Our guest suggests that in order to understand ourselves and the world we need science and intuition, reason and imagination, not just one or two; that they are in any case far from being in conflict; and that the brain’s right hemisphere plays the most important part in each. And he shows us how to recognise the ‘signature’ of the left hemisphere in our thinking, so as to avoid making decisions that bring disaster in their wake. Following the paths of cutting-edge neurology, philosophy and physics, he reveals how each leads us to a similar vision of the world, one that is both profound and beautiful – and happens to be in line with the deepest traditions of human wisdom. It is a vision that returns the world to life, and us to a better way of living in it: one we must embrace if we are to survive. It is a pleasure to welcome the author of “The Matter With Things: Our Brains, Our Delusions, and the Unmaking of the World” Iain McGilchrist

Cycling against the wind

Organisational Stress Wood: Struggle Builds Resilience

So often the challenge is that we focus on the failure rather than the learnings. When we focus on failure, we become cognitively impaired and we cannot think creatively. We must reframe our relationship with struggle.

As the saying goes, “kites rise against, not with the wind.”

Frank Barrett

Yes to the Mess Part 2: Surprising Leadership Lessons from Jazz with Frank Barrett

The premise of today’s book is that nurturing spontaneity, creativity , experimentation, and dynamic synchronization is no longer an optional approach to leadership. It’s the only approach. The current velocity of change demands nothing less. It demands paying attention to the mental models, the cultural beliefs and values, the practices and structures that support improvisation.

We welcome back the author of: “Yes to the Mess: Surprising Leadership Lessons from Jazz”, Frank Barrett.

Al-Pacino

Threat Within Vs Threat Without

Changemakers often experience the full wrath of a protective status quo when an internal power broker perceives them as a threat (to their position). Even though they may espouse upstanding business practices, proclaiming, “We are very innovative!”, ultimately when threatened by internally driven proactive change, the status quo can act as unscrupulously as the mob. 

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