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One of the things I like the most about Accelerate is how it puts the focus on Culture and how a (measurable) Culture affects information flow. In other words, you can have a great working place and be business-effective (the two are not mutually exclusive, in fact they compound each other). Also, Accelerate introduced Generative Culture to a wider audience. Recently, I read the  Poor Charlie's Almanac and one of the things that caught my attention was the inversion principle . In my words: Inversion says that, often, the best way to solve a problem is to ask ourselves how to cause the problem, and then stopping/avoiding doing that I've set a goal to apply the inversion principle more in my activities, and today I said: what if I applied it to Culture? Being the lazy person that I am I asked Claude the following question: you are a manager in a medium-sized organization. How can you actively disrupt the flow of information in order to reduce the organization's effectivene...

Photo by Daniele Levis Pelusi on Unsplash This week I joined a Risk Storming workshop led by Beren Van Daele . Disclaimer: my attendance was spotty due to overlapping events, but I think I got a passing understanding.   One aspect of the workshop stirred my attention, and it was the mention of fears in the context of goals vs fears. Obviously anyone wants to achieve certain goals, so it makes sense to set goals and to mention them in a workshop like this. However when setting goals there are certain second-order effects or side-effects that we want to avoid, minimise or eliminate entirely. Here are a few reasons why I found intriguing (and valuable!) the explicit mention of fear. Acknowledge fears when planning Acknowledging fears and taking them into account into planning is a desirable trait in any wise person who seeks...