“The problem for nature is the foundation of societies which are structured with high complexity and at the same time unspecialised.” — Alfred North Whitehead, Process and Reality There are moments when language must change before anything else can. The way we speak about the Great Barrier Reef, […]
We tend to think a thank you is always harmless. In teams, it might be the quietest killer of collaboration.
Why? Because in flat, peer-led projects, the person who says “Thanks everyone, great job” often does more than express gratitude — they assume the role of evaluator. Recognition flows down, not across. Without meaning to, they create hierarchy where none was intended.
Collaboration depends on fairness, psychological safety, and shared ownership. A misplaced thank you can erode all three.
Gratitude isn’t the problem, but the way we structure it is. In my latest Roadmender blog, I explore how recognition can either strengthen or sabotage collaboration, and what simple governance tools can fix it.
An anthropologist learns early to resist the lure of the “now” as the only reality worth studying. Cultures carry their past within them. Patterns of thought, the metaphors that shape our stories, the values that determine what we ignore and what we celebrate. These change far more slowly than market conditions. The same is true in organisations. Beneath the fresh branding and the new strategic frameworks, much of the underlying thinking is amazingly persistent. What changes most is the language in which it is dressed.
This blog introduces the Open Shift Protocol—a simple yet profound method for enhancing collaborative thinking and decision-making. By encouraging individuals and teams to iteratively adopt and emotionally inhabit opposing perspectives, the method loosens rigid thought patterns and fosters deeper, more creative insight. Drawing on principles from emotional intelligence, dialectical reasoning, and creativity research, it offers a unique and structured approach to co-creation that transcends conventional brainstorming or debate, making space for innovation to emerge from complexity and discomfort.
Strategy doesn’t begin with answers. It begins with orientation and orientation begins with perception. The Groundwork Model invites us to slow down and prepare the ground before acting, so that strategy becomes an emergent response to complexity not a reflex to anxiety. It’s about creating the conditions for clarity, not forcing clarity too soon.
This piece proposes that complexity thinking is not just a methodology. It’s a moral and epistemic stance. It begins with the unsettling truth that we are not neutral observers of a system, but implicated participants. It asks us to let go of managerial comfort, inherited roles, and stakeholder entitlements and to dwell in ambiguity as a source of real possibility.
People aren’t apps, and motivation isn’t something you can install. Unlike money or tech, human beings can’t be managed—they choose, adapt, protect, or engage depending on the culture around them. Enterprise roadmending is about spotting the quiet cracks before they break the whole system. It’s not about control, but conditions. You don’t engineer trust or performance—you make them possible. In the digital age, real leadership means tending the soil, not writing the code.
The choice of dialogue is also a matter of strategy. In business that choice can add competitive advantage to enterprises willing to collaborate.
By creating space for reflective thinking, teams can sidestep the simplicity trap and engage with the strategic planning process at a level that leads to truly impactful outcomes.
When discussing collaboration, it’s crucial to differentiate it from cooperation. While often used interchangeably, their distinctions are significant. Cooperation involves individual responsibilities, while collaboration entails a broader, interconnected approach. The mindset also differs, with cooperation focusing on individual tasks and collaboration emphasizing collective contribution and innovation, essential for workplace success and effective leadership.
“We know that workplace productivity is linked not only to person’s skills but also to their sense of identity and esteem.” – Jelenko Dragisic, Author of ‘The Collaboration Instinct‘ Small selection of collaboration insights to help managers improve their team performance with simple culture shift towards real collaboration.
Urban agriculture as one of the oldest activities in human history, has experienced a renaissance in the past two decades. Predictions made only a decade ago that UA will become a global reality as much as global necessity have proved to be accurate. Those predictions are reflected in […]
On the surface everyone is a collaborator, and every team is a collaborating team. That is the ‘sell’ in contemporary workplaces. Businesses invest in collaboration as a part of their business strategy for a variety of reasons; improving organisational culture, trust, productivity, competitiveness or even, more imaginatively, to […]
While collaboration has often been praised and promoted as a cure all, endorsing it in this way borders on irresponsible. In business there are no easy, fail-safe ways of finding good business solutions to complex problems, designing winning strategies or delivering results that meet everyone’s expectations. The appeal […]
It’s time to wrest the subtle art of collaboration from the jaws of everyday spin. The famous co-founder of once widely popular start-up WeWork claimed that the majority (70%) of those who paid to use the WeWork shared space collaborated. This always seemed like a possibility given that […]
We’re nearly at the 2-year mark since COVID 19 disrupted our universe. Businesses have learnt many lessons, and many have embraced new strategies such as collaboration, even with competitors. In fact, competitors tend to embrace collaboration with each other more often than is recognised. This is not surprising […]
A recent global collaboration study of 476 organisations found that nearly 70% have used collaboration apps. Reliance on collaboration tools continues to increase as more companies use apps to support their business. With that shift in workplace practice, or rather, scaling up of an existing practice, comes an […]
The most influential photographers in the history of the medium (almost 200 years) created pictures, iconic pictures in fact, with cameras and technology that were well below the standard of cameras one can buy today. Nowadays, everyone can access cameras that are superior to, for example, that used […]
While not a new idea, competitor collaboration has become one of the central tenets of business strategy. The thinking behind this is twofold; businesses must consider expanding their circle of potential collaborating partners by joining forces with their biggest competitors, and, even if a business remains committed to […]
There is an abundance of excellent advice about the way collaboration can work, both internally and externally, and which can genuinely make a noticeable difference to any enterprise that appreciates the positive impact of collaboration. For the past couple of decades, collaboration has been researched and applied with […]
Unhappy staff leave their employers. The more talented your employee is, the more likely they will migrate to your competition if they are not fully engaged at work. Talent loss is a serious risk to business. Now, there are many strategies that can mitigate that risk. Sometimes they […]
Start any conversation on business collaboration and pretty soon it will generate a common question; can competitors collaborate. My own consultancy is based on a firm conviction rooted in firsthand experience that the answer is affirmative. Going a step further, competitors soon realise their competitive edge gets blunt […]
Dr Britt Andreatta, former Chief Learning Officer for LinkedIn Learning (previously Lynda.com) and consultant to Fortune 500 companies considers collaboration to be an essential skill. In her book Wired To Connect, Dr Andreatta argues that “Collaboration is a vital necessity for the success of today’s organisation and yet […]
.ROADMENDER 