John Featherby

Healthy conflict is a vital component of creative, collaborative workplaces. Working environments devoid of it can be assumed to have neither authentic dialogue nor decision making excellence. More...

C21st Orgs are like networked communities with a higher sense of dependency upon - and conscious responsibility for - wider humanity and the planet in general. When we choose this perspective we ac...

Fundamentally, in 21st Century Orgs, responsibility for recruitment and selection lies with the people that a candidate(s) will work alongside. It is deemed too personal a task to reallocate to a d...

There is no promise of a risk-free process:  if there’s no risk there’s no real change. And the greatest risk lies in action. Yet, some may take advantage. Partly because they can, partly because t...

Sense-and-respond is the alternative model to the one that dominates the status quo: predict-and-control (see: "What is predict-and-control?"). Essentially the idea is that we can absorb a range of...

In a C21st Org, people do not fit into a predetermined job description or title, they co-define their role alongside a team by taking into considering their unique skills and characteristics in the...

Making money is not the primary reason for a business to exist or be sustained. It is a natural part of the landscape for an enterprise, but it should dominate neither its sense of purpose nor its ...

We balance autonomy with teamwork by allowing individuals to make commitment bound recommendations as to their role. Those recommendations and commitments are then discussed and agreed as a group. ...

Just as authority is not a problem simply because it gives someone decision making power, management is not a problem simply because of the structure. The problem is we have built it on a set of as...

Motivation in the status quo misses the point. It strives to get the most out of people through a stick and carrot approach: incentives as a reward and punishments as a deterrent. Unfortunately, sc...