What can a transition expert writing three decades ago teach us about navigating AI’s impact on work? As it turns out, quite a lot.

In this episode, Bob 'n Joyce revisit William Bridges’ vision of the optimal workplace and consider it through the lens of the AI transformation now underway. Bridges’ work stands the test of time because, although the world of work has changed dramatically, what people need to feel connected, capable, and committed has not.

Bridges uses the metaphor of a trapeze artist suspended between two bars—what was is no longer there, and what comes next has not yet arrived. With the rapid rise of AI, that is where many organizations and their people find themselves today. It is an uncomfortable and often paralyzing place, filled with uncertainty, loss, and fear.

So, what can leaders and OD practitioners do to help people navigate this in-between time? Bridges points toward the kind of workplace we need—one where:

• People are invested in the outcomes of their work.
• Leaders and managers are committed to the highest standards.
• Expectations are clear.
• Employees receive reliable feedback from the customers they serve.

Joyce and I build on Bridges’ thinking by putting forward several practical first steps leaders and OD practitioners can take right now. We don’t pretend to have all the answers, but we believe these actions can help organizations move through uncertainty with greater clarity, connection, and confidence.

AI may be transforming the work, but it does not eliminate the human needs that make work meaningful.

Come join us.

What happens when the pace of technological change exceeds our human and organizational capacity to absorb it?

In this episode, Bob ’n Joyce explore that question in the context of a convergence of technological forces unlike anything we have experienced before. Amy Webb, renowned futurist and CEO of the Future Today Institute, believes we are entering a technology “supercycle”—the coming together of AI, advanced sensors, and biotechnology in ways that could fundamentally reshape how we live, work, lead, and organize.

The question isn’t whether Webb has every detail of the future exactly right. It’s whether leaders and organizations are prepared for the magnitude and speed of the change she sees coming.

Joyce even wonders whether organizations should be hiring only people under 30 to help them prepare for what’s ahead—which is a bit ironic coming from two people over 65. But perhaps that’s part of the point: preparing for the future will require fresh perspectives, hard-earned wisdom, and the humility to recognize that none of us has this figured out.

Join us for a provocative conversation about what this means for leaders, organizations, and especially those of us who practice OD. We help organizations prepare for change—but are we prepared to change ourselves?

In this episode, we revisit a tried-and-true formula for assessing the likelihood that a change effort will succeed—or fail. We’re talking about the Beckhard-Harris Change Equation:

D × V × F > R

We road-test the formula against today’s frenetic pace of change. Too often, senior leaders have been thinking about a change for months before employees hear a word about it. By then, leaders are ready to move—but everyone else is just beginning to make sense of what’s happening. No wonder resistance follows.

We like this tool because it is simple, straightforward, and practical. It reminds us that successful change requires three things: dissatisfaction with the current situation, a compelling vision for the future, and confidence in the first steps forward. Together, they must be strong enough to overcome resistance.

Like any tool, it has limitations. The equation is best used as a readiness test—not as an implementation plan. It can tell you whether the conditions for change are present and where the weak spots may be. It cannot lead the change for you.

Here’s the formula:

D = Dissatisfaction with the current situation
V = Vision for the future
F = First steps—or belief in the path forward
R = Resistance to change

In a world where change keeps coming faster, this simple formula may be more useful than ever.

In this episode, we take on something pretty basic to being human—our need to connect with other people.

Friends, family, people at work. We need each other. Yet loneliness, isolation, and anxiety seem to be everywhere. Maybe part of the antidote is right in front of us: getting better at building and keeping strong relationships.

The problem is, good relationships don’t just happen. They take work. Life gets busy. We get comfortable. We stop having the conversations that matter. And before we know it, people we care about—or work beside every day—aren’t as connected to us as we think they are.

Why does this matter? Because relationships are the glue that holds families, communities, teams, and organizations together. And at work, all the strategies, processes, and clever ideas in the world don’t mean much if people don’t trust one another.

We offer an exercise to take a look at your own connections and a practical way to strengthen them. For us, it comes down to three things:
Humility — I need you to become a better me.
Intentionality — We have to make the time and space for conversations that matter.
Trust — I value you. I can count on you. And you can count on me.

So here’s the question we leave you with: Who in your life could you be better connected to?
Maybe it’s time to stop thinking about it and start a conversation.

Long before a facilitator asks the first question, the room is already sending a message.
In this episode, Bob and Joyce explore one of organizational development's most overlooked leadership tools: the physical setup of a meeting.

Do tables create comfort—or barriers? What happens when sixty people—from store managers who are rarely invited into these conversations to district managers, directors, and specialists—leave the rows behind and sit knee-to-knee in one large circle?

The answer is more than a different seating arrangement. It changes the conversation. No hiding in the back. No "head table." No privileged voices. Just one team, sharing one space.

Joyce shares practical ways to use geography as a learning tool—moving people instead of just talking to them, presenting from the floor instead of behind a podium, and even asking people to move their chairs closer together or farther apart to physically demonstrate agreement, disagreement, or alignment.

The lesson is simple but powerful: sometimes people learn more from what they experience than from what they hear. The room itself becomes the teacher.

Changing the room changes the conversation—and often changes the people in it.

Today, we take on a difficult conversation sparked by the tragic killing in Biddeford, Maine, and other deeply disturbing events that have unfolded in recent months. Beyond the individual tragedies is something even more troubling: a growing tendency to normalize horrific, immoral, and dehumanizing behavior.

We see it in our politics. We see it in our communities. We see it in the way people talk about—and sometimes treat—one another. And when that behavior becomes normalized, we risk losing our ability to recognize just how wrong it is.

As OD and HR practitioners, we are at choice. Do we simply get caught in the current of toxic behavior and cultures, quietly adapting to what has become "normal"? Or do we have the courage to call it what it is?

What is our responsibility when the world around us becomes increasingly toxic? How do we create organizations where humanity, dignity, respect, and psychological safety aren't just words on a wall—but values we actively defend?

And maybe this isn't just an HR or OD issue. Maybe it starts with all of us—in the small choices we make every day. A little more curiosity. A little less judgment. An act of kindness toward a stranger. A decision to see the person in front of us as a human being, even when we disagree.

We can't fix everything that's wrong in the world. But perhaps we can influence the spaces we occupy, the cultures we create, and the way we treat the people we encounter.

Maybe that's where change begins.

In this episode, we uncover one of Joyce's most unusual leadership tools—her famous paper plate journals. (Yes, we'll explain.) Over the years, Joyce captured hard-earned insights about what great HR really looks like, jotting them down on paper plates that became her personal leadership playbook.

Together, we revisit those notes as Joyce shares her practical "rules of the road" for HR professionals. Bob, seeing many of them for the first time, reacts in real time, sparking the kind of candid conversation listeners have come to expect.

These aren't theories you'll find in academic textbooks or the latest HR workshop. They're lessons forged through decades of experience—practical, timeless, and surprisingly relevant for anyone leading people today.

And why paper plates? Joyce discovered they were more durable, more portable, and far more coffee- and sweat-proof than a legal pad. Sometimes the best ideas begin in the most unexpected places.

What can today's leaders learn from the bold experiment that created American democracy 250 years ago? Joyce explores the Constitution as an enduring lesson in leadership, systems thinking, and the power of constructive disagreement.

Looking through the lens of organizational development, she explores the Constitution as one of history's most audacious leadership experiments—a bold attempt to design a nation where power is shared, disagreement is expected, and progress depends on conversation rather than conquest. I

t's a timely reminder that democracy, like every healthy organization, isn't self-sustaining. It requires courage, compromise, and people willing to keep coming back to the table.

In today’s episode, Joyce shares an essay she wrote back in 2019 entitled, Maine Voices: In time of turmoil, let’s recommit to our grand democratic experiment.