Blog

discerner-pour-mieux-choisir

Discerning in order to make a better choice

Today I had lunch with a friend, a company director, who complained that he had no choice but to accept a price cut imposed by one of his biggest customers. This will force him to outsource part of his business to low-cost countries. This is…

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We don’t avoid conflicts – we avoid working through them!

How tempting it is to long only for spring, or summer: the days getting longer, the plants growing, Nature blossoming. So tempting that we often forget that there is only life in ecosystems because there is also death.   Similarly, in the…

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Promoting inclusive leadership from recruitment onwards

Many organisations have been committed for years to promoting a culture of inclusiveness, which guarantees all people equality of treatment, rights and opportunities to belong.  But how can we increase the chances that, from the moment they join the…

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Easter and regeneration

Easter and Regeneration

In the Christian tradition, Easter is the most important of all feasts – more important than Christmas itself. Why? Because it is then that the resurrection is being revealed; it is then that we discover that death is not the end, but only a passage…

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Generative Dialogue: the 4 fields of conversation

Better known for his “U Theory”, Otto Scharmer has also worked extensively on Dialogue, together with his MIT colleague Bill Isaacs. In his pre “U Theory” days, he developed a very useful matrix to map out the various conversational fields that we…

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Organisational Purpose: Starting with Why

Purpose is a powerful way of motivating people for action; of clarifying the ultimate goal your organisation is setting for itself, the primary "Why" that won't change even if you might pivot several times on your "What", and perhaps your "How". In…

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Othering

This morning while reading the newspaper I was struck by a piece of news. A family in Palermo had agreed to take in refugees from the Ukraine, especially students of economics and medicine. When the refugees arrived, the family realised that the…

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“Manterrupting’ – do we really still need to talk about it?

Manterrupting is a phenomenon that has been described and publicised for many years now. It has been explored, ridiculed, caricatured, dissected and analysed for many years. Just by searching for the hashtag on social networks, hundreds of examples,…

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What being Purpose-led really means

Over the past few years – and we should all be grateful for it! – there has been an ever stronger emphasis on becoming a Purpose-led organisation, and for leaders in those organisations to lead with/from purpose.   Purpose: the new key to…

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The link between risk aversion and the inner critic: self-sabotage in transformative decisions

Emma is an executive in a multinational company. She is 40 years old and her career path is built on a continuous series of successes, brilliant results, a very fast progression, until she was promoted to her last position, as marketing director of…

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Regenerating Democracy

Last week I was in Rome, facilitating a General Chapter for a male religious congregation.   Democracy: insights from religious congregations Religious congregations are a very interesting type of organisation. In many ways – and despite all…

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‘Illusion of transparency bias’: when we don’t take the risk of actually meeting the other

The illusion of transparency was first defined in 1998, in an article published in the Journal of Personality and Social Psychology, by the research team consisting of Thomas Gilovich, Victoria H. Medvec, Kenneth Savistsy. It consists of 'the…

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From I to We: enabling a group to clarify its collective intention

If you’ve read other of our blog posts, you’ll have picked up by now that here, at Nexus, we use the U process to design pretty much all of our interventions. So I’m not going to go into details about the process itself; my purpose here is to…

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Unconscious Bias and the performance management and development process

This week for our blogpost on bias we are not going to talk about a single bias but, as we have already done on climate change, we will take a cluster of biases, in particular some of those that impact performance management. Innovations in this…

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Decision-making process : Nexus’ iterative model

Decision-making is not an instantaneous event, something that occurs only at the actual moment that the decision is being made. Rather, it sits within a process that includes the build-up to the decision, the decision itself, and then the impact of…

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Idealization, death of idols, and rebirth: accompanying the regeneration of leaders and their organisations

The years I have spent coaching business leaders have often led me to the terrain of the shadows: that of our inconsistencies, our contradictions, our shortcomings; those aspects of ourselves that we prefer not to talk about, even to ourselves...…

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Holidays, gifts & gender stereotypes

"The only gift is a portion of thyself." Ralph Waldo Emerson For this week's bias we chose to remain in the light-heartedness and playfulness of the end-of-year celebrations that have just ended and on a topic that we are passionate about: gender…

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Practical use of the model

The model, or Operating System is quite simple to use. In our experience we have found it is best implemented through a process modelled on the 3 phases of Otto Scharmer's U-theory:     First phase - Sensing This phase involves exploring…

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Principle #6: Develop collaborations

Principle #6: Develop collaborations, partnerships and symbiotic relationships. This principle, again, flows on from the previous principle, enabling you to scale up your regeneration by turning some of your life-giving encounters into more stable…

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Principle #5: Increase your interactions with people

Principle #5: Increase your interactions with people, organisations, experiences that are life-giving in your environment. Life, following principle #4, has begun to blossom, and from an individual and/or collective point of view you have moved from…

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Cycle 2 Structuring the emerging-life process

Principle #4: Encourage life where it is pushing to emerge. If the previous principles were organised around the dying process, the following set of principles is instead organised around the idea of vitality, fertility and blossoming. After the…

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“There’s a crisis, let’s appoint a woman”: dynamics and pitfalls of the Glass Cliff

Suzanne is an executive at a large French company in the energy sector. She is told that she will be leading the digital transformation project, a key cross-cutting project that will involve the whole company over the coming months, a role for which…

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Principle #3: Reduce attacks on life

The previous two principles focused on what must die; on the other hand, there are also situations that are potentially life-giving, but where the life that wants to emerge risks being thwarted by various forms of attacks. These attacks can take the…

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The 6 principles of regeneration: Principle #2

Principle #2: Help what needs to die... to die and to "compost", with the aim of fertilising and nourishing the Life that is to emerge. What kind of material are we talking about? For example, it could be past successes or failures, hopes or fears,…

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The model of the 6 principles of regeneration: Principle #1

The model we present to you should be understood as a kind of "Operating System": it consists of a set of principles that should guide every action, every initiative you want to undertake to bring regeneration into your organisation and your life;…

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The Six Principles of Regeneration

"If we keep doing what we've always done, we'll keep getting what we've always got".   This phrase has never been truer than at this moment, when most of us, in Europe and worldwide, are trying to get out of isolation and face the challenge of…

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Sunk cost bias: when persevering beyond a reasonable doubt turns out to be a bad idea

We are reading a book that we are not liking at all. But we paid 20 euros for it, so we decide to finish it, in spite of Pennac and the third of his list of reader's rights which states "It is not necessary to finish a book". We are not satisfied…

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Leading Transformation: From a visionary leadership to a leadership of Co-Creation

I was in Rome the other day to facilitate a Leadership Training for the General Government of a religious congregation – the equivalent, in the religious world, of a CEO and his/her executive team. Their request sat within a broader intention: to…

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Leadership, forgiveness, regeneration

"Forgiveness liberates the soul, eliminates fear. That is why it is such a powerful weapon." Nelson Mandela I returned today from a 4-day workshop, "Mon Leadership Incarné", in which I accompanied a group of women to discover themselves and their…

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Bernard Tapie, the collective imagination, and regeneration

In France, a remarkable man has just died. His name was Bernard Tapie. For decades, he marked the collective imagination of the French; loved or hated, he embodied for many of them the symbol of the 'self-made man', the living example of the…

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5 principles to regenerate: yourself, your team and your organisation

In many areas of organisational life, and beyond, we seem to be stuck, repeating patterns that do not produce situations that we desire. Yet many of us can feel inescapably caught in this pattern-repetition, helpless and powerless about the…

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The 3Ds and the 3Cs of transformation

Over the last 18 months, we, at Nexus, have been working on a large scale organisational transformation project with an international organisation. We based our design on Otto Scharmer’s U process, which we have adapted, over years of practice.…

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Should we wage war on climate?

The signs are there, hardly avoidable; it’s coming our way. Climate change is becoming obvious, its effects already bearing on us, and the science that already told us some decades ago about the phenomenon we are now experiencing is now telling us…

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Generative Speaking: The other most powerful transformational behaviour

How can you “tell your truth”, whilst at the same time preserve the conditions for constructive dialogue and engagement at work? How do you manage to remain faithful to yourself – and what you think and feel – yet find a way of coming across that…

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Shiny object bias and organic innovation processes

In collective folklore, the magpie is accused of being attracted to shiny objects, going so far as to steal them. But the magpie is not the only one to be inexorably attracted to shiny objects; human beings also suffer from this fatal attraction.…

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Generative Listening: the single most powerful transformational behaviour

Listening Though crucial for authentic Dialogue, true listening does not come naturally. It is an art that requires practice and a specific disposition, so that both speaker and listener connect in such a way that meaning can truly flow through them…

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Why do we collectively look away while our house is burning?

During the last course of each term, with my ESSEC master's students, after having explored organisations from the point of view of people, analysing the dynamics and functioning of subsystems (groups, cultures, organisational subcultures, etc.) and…

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Positive Stereotyping: another way of putting people into boxes

It often happens to me, when working on unconscious bias issues with groups, during the dialogues that follow the nudge exercises that are proposed, to hear statements that seem to aim at paying a compliment, at saying something positive about a…

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Backfire effect: why debunking does not regenerate our thinking

I'm sure each and every one of you has had occasion to get carried away and enter into a politically motivated discussion. The COVID crisis we have collectively gone through has created many opportunities for polarisation: lockdowns yes or no,…

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Women’s leadership and second-generation gender bias

The lean in model I was preparing a webinar on the topic of leadership and women. The talk was about a model of leadership more suitable for women, which allows to overcome the so-called "double constraint", so to get out of the dualism "take care =…

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Dragons of Inaction: the diffusion of responsibility in teams and in macrosystems

This week we introduce the "Bias of the Week" column with an interesting article written by Giovanna Prina, Managing Partner of BB7, the company with whom we developed our INSIDIAE bias card game. Giovanna makes us think about how, within the work…

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Paula’s principle: When Paula and Peter are mirrored

Many years ago, a series of circumstances that started with one of my husband's Eurostar journeys and a conversation he started with his train neighbour, commenting on the French elections and Sarkozy's arrival in power, passed through a beautiful…

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“Less is more” but what a struggle!

Instinctively, when I started writing this blog post, my first reaction was to go in search of other sources, other material that could help me enrich my ideas. How Klotz's book came about And I find it really hard to think of enrichment in any…

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IKEA effect: when work leads to love

The IKEA effect   The title of this week's bias recalls the research conducted at Harvard by M. Norton, D. Mochon and D. Ariely. Ariely, in which the participants were asked to assemble products, fold origami and build Lego elements. This study…

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The Barnum Effect

During the past year, which has been very special, we have been studying intensively and creating new partnerships. Unconscious bias   We are about to launch an important project on the subject of unconscious bias, heuristics, illusions and…

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Jeff Bezos and Elon Musk have got it all wrong

We are at a crucial point in the history of humanity. We know what the problem is: our human activities, since the start of the industrial revolution, have increasingly degraded our living environments, which has led to climate change (global…

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Our New Blog is On Line!

We have been working on our blog for a few months now. Yes, it took us a while but now we hope things will go faster. The aim of the blog is to start a dialogue, with the people who follow us, with whom we are making projects, or people and…

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