In the urgent search for solutions, it is tempting to reframe interconnected problems in familiar terms and to break the staggering complexity into multiple individual problems that are then analyzed in isolation in order to be able to steer towards action. Rarely do we widen the lens and try to increase our ability to take more of the interconnected (and often messy!) whole into account.

Whilst the idea of managing and controlling the direction of change is appealing, this forceful push often creates resistance and polarization underground, where these dynamics may be hidden from view (at first). On the surface, we may see an 'as if' adaptation that will often falter in challenging circumstances.

Are there conditions that need to be in place for a system to be ready to change?

Tending to how a system gets ready to respond to new contexts allows the system to forge its path towards change, even previously unimagined ones. The boundaries and limitations of what is believed to be possible are expanded.

Through systemic interventions and a kaleidoscope of interconnected and trans-contextual conversations, my work aims to increase the ability to see a broader picture and to hold contradictions, paradoxes, and complexity, readying an organization to tolerate these necessary conditions for real innovation to occur.

With a broadened mindset, we can weave new connections in the way we approach an organization's 'response-ability' towards people, business, and the world. These aspects can no longer be treated in fragmented ways. A complexity lens approaches sustainable development from many angles, not all of which feel comfortable. And that is what stretches us large.