Organisations develop elaborate processes to control imagination, socialise it and constrain it. They have a talent for ‘grinding out diversity’. Consciously or unconsciously, the organisational systems and processes relentlessly ensure nothing changes.

In a transformation, we must never lose sight of the possibility that our actions today will be the ‘ripples of hope’ that lead to better outcomes. Otherwise, why bother? To Hope is a reasonable response to an impractical aspiration.

The art of the possible comes alive in planning, whereas strategy is uncompromising in its demand for the impossible.

Leadership, what it is, how it is done, and its value are deeply embedded in our history and culture. Leadership is a social relationship grounded in historical knowledge. It is developed and refined through judgement and interpretation.

Does our unhealthy desire to be seen as pragmatic, task-focused, can-do, action-oriented, heroic leaders grind out the diversity of thought in our organisations? Does it grind out possibility and opportunity?