Most meetings don’t start badly: People show up on time, there is an agenda, everyone wants to move something forward. And yet, an hour later, there’s a strange feeling in the room: We talked a lot — but did we actually decide anything? Sometimes we leave with a list of actions. Sometimes with more questions. Sometimes with quiet frustration. And very often, what happened is surprisingly simple: We mixed up the problem, the options, and the solution. When everything happens a

When change arrives in an organization, the visible shifts tend to take centre stage: new processes, new structures, new systems. What is less visible — and often far more decisive — is what happens to people. Change destabilises. Even when it is necessary, well-intended, or exciting on paper, it disrupts routines, identities, and informal certainties. And when that happens, people do not turn first to strategy decks, project plans, or leadership statements. They turn to thos