Does organisational resilience come from balanced, collaborative teams — or from the creative tension of opposing views? Drawing on Aristotle’s idea of mesotis and Heraclitus’s metron, we explore two contrasting views: one grounded in virtue and harmony, the other in conflict and transformation. Perhaps true resilience lies not in choosing between them, but in the capacity to hold both.

In Part 3 of the Resilience in Agriculture series, we explore how farming might transform if Nature had a voice. Drawing on Prof. Julia Wright’s work on Subtle Agroecologies, this piece contrasts industrial and ecological knowledge systems, questions how we define success in farming, and proposes a bold idea: could the price of an apple reflect a deeper harmony between people and the land?

How can farmers respond to growing challenges like climate change and economic instability? Resilience seems to be the answer—but what kind? Drawing on animal metaphors from the Polish Academy of Sciences, we explore the trade-offs between robustness, adaptability, and transformation. Can a farm be like a turtle, chameleon, and butterfly all at once—or is a new metaphor needed?

We recently held a resilience seminar at Juchowo Farm, exploring how agriculture can adapt to the challenges of climate, consumption, and biodiversity loss. Biomass now accounts for 28% of climate impact and 97% of biodiversity loss. Can models like biodynamic farming offer a path forward? Resilience is no longer a buzzword—it’s a necessity.

Machiavelli isn’t a devil, he’s a realist. While we praise conquerors who left ruin behind, we condemn the man who dared to describe how power truly works. His insights challenge our belief in human goodness, but offer a path to resilience. If we stop expecting virtue to be rewarded and focus on outcomes, we might better navigate the modern world. Appearances change, human nature doesn’t.

In Woke Inc., Vivek Ramaswamy argues that corporate social responsibility often masks a deeper profit motive. He sees CEOs as using “woke” causes to gain power while avoiding accountability. Ha-Joon Chang counters by highlighting structural flaws in shareholder capitalism, where short-term interests dominate and broader stakeholders lack a voice. Both agree: the impersonal nature of corporations is at the root of the problem.

During a performance review, a colleague told me I seemed “too obsessed with time.” At first, I brushed it off. But the comment stayed with me — leading me to explore how punctuality, once a local custom, became a global expectation. This essay reflects on how we’ve standardised time, why we did it, and how we might reclaim a more human relationship with it.

Visiting Dwórzno Vineyard in Poland sparked reflections on entrepreneurship, resilience, and the value of moving at nature’s pace. In a country where vineyards didn’t exist under communism, this family-run business shows how patience, stress, and long-term vision can shape sustainable growth. Sometimes, deep roots matter more than fast returns.

Africans' biological resilience to disease, once a strength, became a tool of exploitation during the transatlantic slave trade. Immunity marked them as “suitable” for forced labor. This dark irony reveals a deeper truth: individual strength is powerless against systemic power. History shows it’s not personal grit but collective action that endures. Perhaps we should stop striving to be superhuman and start striving to be super connected.

The modern narrative is very optimistic and full of pride: we are progressing, becoming more empathetic, more just. Empathy has become a moral buzzword, a marker of our supposed advancement. But what if this progress is more illusion than reality? What if we’ve simply mastered the art of hiding the truth?

Richard Thaler and Cass Sunstein introduced the behavioural economics concept of "nudging": gentle, contextual cues that influence choices without limiting freedom. Economist Ha-Joon Chang shares a delightful historical example—British sailors were nudged into preventing scurvy by mixing unpleasant lemon juice into tasty rum cocktails ("grog"), saving countless lives.

Does a resilient organization need resilient employees? This assumption is rarely questioned. In a recent post, I shared findings on building a resilient salesforce through psychological safety. But the same question extends beyond the workplace: Does a resilient society require resilient organizations?

Robin Dunbar, a British anthropologist and evolutionary psychologist, estimated that the maximum number of stable social relationships a human can maintain is around 150. While you might truly count on only a dozen close relationships, you can collaborate effectively with many more if you build networks thoughtfully, manage expectations, and communicate clearly.

In resilient systems, redundancy isn't waste—it's an opportunity for wisdom. It’s the buffer that absorbs shocks, the backup that keeps things moving, and the diversity that helps ideas evolve. Generative AI is a powerful tool for building this kind of creative safety net.

Time flies fast. I recently read a comment that we’re already one-third into 2025—and it hit me. This post idea has been sitting in my...

Even the mightiest can fail. Ancient Egypt’s colossal achievements were buried under sand for centuries...

Does a community need generational change to progress from one stage of development to another? After an article about innovation...

Resilient Organisations: Turning Disruption into Competitive Advantage Disruption is inevitable in today’s fast-paced world. To thrive in...

A dear friend of mine, Marcin Kaluza, pointed me towards an IBM report that presents four case studies of resilient crisis management....

The "Simple Sabotage Field Manual" is an amusing read, as many of the techniques are commonly applied in today's world.