
Designing Interventions
The act of designing systems interventions requires constant attention. It is a process of evolution not one of control.
The act of designing systems interventions requires constant attention. It is a process of evolution not one of control.
An organisation consists of people, interacting with each other and the environment in which they operate. This is a living system, people are alive and so is much of the world in which they live.
John Atkinson, David Nabarro, Florence Lasbennes, Charlotte Dufour 07 May 2025 More than 1,600 multi-stakeholder dialogues were convened in preparation for the United Nations Food Systems Summit 2021. These dialogues helped facilitate inclusive explorations
By John Atkinson and David Nabarro Leadership requires the capacity to navigate difference. Good leaders help groups of people achieve greater impact through enabling them to make sense of their different perspectives. This is vital if
By John Atkinson Consultants do love their models. They’re seductive. LinkedIn is an endless stream of people showcasing some framework that offers the world an answer. The egotistical even put their names to them. I
integrity matters, in all senses of the word. Look at things in the whole and spot the patterns. Are these helping or hindering your operation? What gives rise to them? Integrity requires saying what you
Healthy systems are beautifully connected.Some are conscious like running or jumping, some are autonomic like breathing or heartbeats.
When business environments change, businesses must change or become irrelevant. There’s plenty of good case examples of those that have done this successfully and those that have not.
The North Atlantic Gannet is a seabird that mates for life. Each season they have one egg, one chick. The chick takes 4-5 years to reach maturity. It’s a zero defect policy. The energy involved
The perspective someone uses when viewing the pandemic has a major influence on what they are prepared to act on, and how they will act.
The real work is not in describing either the current world or a new one. It is in accompanying those who are trying to change in this current one. This is the second horizon or
It isn’t that reports, policies, pilots and outcomes are bad things. It is that systems change doesn’t occur by focusing on these things in isolation.
Do you go with the flow or stand in its face? When the currents of opinion and action are too strong, to stand alone in their face is to be swept away. If you build
For this reason I rejected the notion of a competence model of leadership. When head of a national leadership centre my refusal to adopt such a model or necessarily comply with others’ models drew sharp