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I was meeting with an executive team last week and realized they felt overwhelmed by an impending culture change effort. They had tired it before, with few results, and none of them was eager to dive in again. On the other hand, culture change was exactly what they needed. The pandemic disrupted supply chains and customer expectations. The “great resignation” is challenging their assumptions about recruitment and retention. Personnel exhibit symptoms of trauma and persistent stress. Board members see signs of discord and dissatisfaction. Productivity, customer satisfaction, employee experience and engagement are all suffering. At the same time, their global market expects innovation and agility.

A couple of years ago, the HSD Institute engaged in a months-long process of strategic futuring. We took a long-range exploration of trends and possibilities in a number of areas. Through a process of data collection, analysis, and scenario planning, we identified possible opportunities in response to our initial question: “What will be the role of human systems dynamics in the year 2051?”

In our electronically networked world, change is constant. Everything from day-to-day experiences to global upheaval touches our lives and brings new challenges and opportunities. How do you cope in a world where it sometimes feels like there’s nothing you can count on—except change? In HSD we help people understand the nature of complex change and build capacity to move forward when they can neither predict nor control the future.

What would draw you to engage with a group of people (who are not family or even acquaintances) every weekday for 500 times? What kind of engagement helps you see into your greatest challenges with new eyes, seeing new possibilities? Who would have ever thought the answer would be, “Great questions”?

When do the words, “fractals” and “self-reflection” belong in the same sentence? In today’s blog post, Royce talks about using the idea of fractals to create opportunities for reflection and to explore coherence across different areas of her life. Read on to find out how. 

Mark Twain reminds us that often the best answer to “What do I do when . . .?” really is “It depends!

In today’s complex and turbulent world, facilitation is less about managing or guiding a conversation. It’s more about standing in inquiry and setting conditions for people to move forward together. It’s a necessary skill if you are in the front of a room, working with a group to move forward. And, it’s just as necessary as you participate in difficult or complex conversations in your day-to-day life.