As human beings, we tend to ignore the elephant in the room because we fear the consequences. Truth is a time bomb; the fuse is lit, and when it goes off we’ll all get blown to bits.
Really?… It could just be that when it blows there’s nothing more than a lovely colourful (and perfectly harmless) foam fountain. Why do we fear the worst? Read more →
I went to a book launch this week, for Embodied Leadership by Pete Hamill – a great writer, and, in the interests of full disclosure, a friend. During a talk about how he came to write the book, Pete suggested that whilst most of us like to think that we would have the courage to speak out, the reality is that the vast majority of us are in a group that don’t. Read more →
In the UK, there is currently a great deal of soul searching regarding how to prevent what happened in one part of the National Health Service recurring elsewhere. Any death is a loss, those that were preventable arguably more so. When things ‘go wrong’, the calls for more to be done to prevent mistakes seems to start from the assumption that the volume of errors is both excessive and inherently preventable.
Working with groups in the territory of undiscussables is quite something. It, invariably and understandably, results in conversations that are coloured by the lived and felt experience participants bring relative to their own ‘undiscussables’. The focus I bring is less on the undiscussables themselves, more the conditions that support us to leave things unsaid and hidden. This gives the group and me the safety and flexibility to talk around what matters, without feeling an obligation to reveal all. That is important.