00:16:43	Jodie Goulden:	Generative tension @Sally I like that
00:32:29	Michael Leckie:	I also appreciated that many of the agile approaches reinforce that transformation/change/innovation (or whichever flavor you favor) is everyone’s role.  The change capabilities, in and of themselves, are ways of working throughout the organization.  But especially for those leaders/managers that must lose control to gain engagement.
00:33:42	Jardena London:	Jodie - what was that “leadership harmonics”?  I love it!
00:35:22	Jodie Goulden:	Deloitte Human Capital Trends 2018 ... Symphonic C Suite
00:37:31	Michael Leckie:	https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2018/senior-leadership-c-suite-collaboration.html
00:37:39	Jardena London:	Thanks!
00:38:43	Jardena London:	What is Gestalt?  I want a happy place.
00:45:34	Michael Leckie:	At GE we used FastWorks which was simply our rebranded Lean Startup from Eric Ries.  Where it was implemented it usually worked very well.
00:46:03	Jeanna Kozak:	Thanks Michael that’s probably what I read about :-)
00:54:03	Michael Leckie:	Whether you accept Rock’s SCARF model or other theories from the brain-based leaders and thinkers, I think it supports Sally’s point that much of this more agile, less control-driven way of working is “unnatural” from an evolutionary biology perspective.
00:57:10	Jeanna Kozak:	The structure/not stifle article I think tried to address that problem by noting that leaders need training in how to manage reactions - which would provide the stability that humans crave. (or provide to the extent that it can be provided)
01:03:53	Jodie Goulden:	Prototype ... also like!
01:04:41	Jodie Goulden:	Its 7.30pm here, prototype o'clock