COVID-19 Lessons for Leaders

The still slowly unfolding catastrophe of COVID-19 and the failures from some world leaders to adequately respond to early weak signals demonstrate a few crucial truths that any leader, facilitator, and innovator ought to understand: We are prone to thinking linearly, especially without a rudimentary understanding of complexity. Emergent phenomena within complex systems often scale … Continue reading COVID-19 Lessons for Leaders

COVID-19: Who Exactly Are You Fighting For?

I wish that I could ignore it, but anti-preparedness messaging about COVID-19 that suggests we shouldn't practice social distancing or cancel large gatherings during this pandemic has been bothering me a lot. The impression that I get from people pushing this content is that they have bought into an ideologically aligned narrative and are excited … Continue reading COVID-19: Who Exactly Are You Fighting For?

A few of the things that culture perhaps is and is not, at times. 

A culture is not a product. It is the emergent outcome of behaviors and attitudes, driven by underlying values and the processes, structures, systems, and habits that inform and are informed by them.   Culture pivots on an axis of norms. It is a fickle, complex system- a climate that churns and is churned by sub-climates … Continue reading A few of the things that culture perhaps is and is not, at times. 

In response to the sentiment “The Air Force Doesn’t Care about People”

This is in response to a Facebook post in which someone recalled a Senior NCO telling them "The Air Force doesn't care about people. It only cares about mission." I was just writing about this very thing. If we, as leaders of this organization, don't decide what our values are, our values will be informed … Continue reading In response to the sentiment “The Air Force Doesn’t Care about People”

Agitate: On Being the Unfrozen Middle

Whenever we talk about innovation in the Air Force, we inevitably end up stumbling upon that familiar old trope of "The Frozen Middle", which approximately describes the theory of "middle-status conformity", in which those mid-tier leaders with enough power to enable or impede innovation for the majority are incentivized to remain risk-averse by their long-earned … Continue reading Agitate: On Being the Unfrozen Middle