Sharing ideas:
There are so many fascinating ideas being generated across the organisational development and civil society community. Here I share either my own views coming-out from Endeavour’s work or provide thoughts on those articles, books, resources or the ideas of others that I have engaged with:
The Democracy Deficit: How donors can adapt their support for Civil Society.
When I read the news these days I am reminded of the descriptions of dictatorship in Isabel Allende’s The Stories of Eva Luna. Yet the evident weakening of democracy by conservative, populist, and reactionary governments is no fiction. In a number of countries – Russia, China, Hungary, India, and Turkey amongst others – there has…
Addressing overwhelm and regaining agency: How your organisation can re-focus and be more hopeful in a time of polycrisis.
There’s a cartoon that has been circulating recently that depicts a couple walking on the street, one character says to the other: “My desire to be well-informed is currently at odds with my desire to remain sane.” With the rise in the voicing of extremist views; more radical, post-truth politics; attacks on civil society funding, eligibility or…
Occupational burn-out and purpose-driven organisations.
Around your work have you ever had feelings of energy depletion or exhaustion, a distancing from it that has included negativism or cynicism towards work, and a resulting reduced professional effectiveness? If so then you’ve probably suffered to some degree from occupational burn-out, for these are the dimensions to burn-out that were set-down by the World…
Communicating Clearly: The Four Parts of Speech
A large part of my practice involves meeting with people in formal settings, this can be in working meeting, running workshops, or in one-on-ones. During a recent feedback session, in a workshop I was running, I noticed how several of the participants had a difficulty to communicate their ideas clearly. When some presented their ideas,…
Thoughts on organisational structures for non-profits
‘There is a common belief in organisational development circles that if we could only get leaders to be more enlightened, all would be well. That notion is too simplistic; enlightened leaders don’t automatically make for enlightened organisations, unless they also embrace structures, practices, and cultures that change how power is held, how people can show…
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