Henry Mintzberg: Rebalancing Society Before It's Too Late

Henry Mintzberg: Rebalancing Society Before It's Too Late

Rebalance the world and celebrate our interdependence. Henry Mintzberg, one of the world's most influential management thinkers, makes the case that society is dangerously out of balance and that every one of us has a role in fixing it. This episode is for anyone who feels cynical, overwhelmed, or immobilised by the state of the world but is still looking for a reason to act. Mintzberg, now in his mid-eighties and still publishing, argues that communism did not lose to capitalism in 1991, it simply collapsed under its own weight. The dangerous myth that capitalism triumphed has licensed a predatory form of it to tilt society off its axis. His remedy is a three-sector model of society: balancing private business, government, and what he calls the plural sector - cooperatives, NGOs, mutual organisations, and community enterprises. He uses Co-op Sapporo in Hokkaido, Japan as a living proof-of-concept: a cooperative that fills every gap left by retreating businesses and governments, from supermarkets to funeral services to mobile ATMs in depopulated villages. The conversation covers Mintzberg's four-stage roadmap for societal rebalancing, outlined in his pamphlet 'Balance Now for the Sake of Survival': first, reframing and committing via the Declaration of Interdependence; second, mobilising through tangible grassroots action; third, transforming institutions to make governments more respected, businesses more responsible, and communities more robust; and fourth, consolidating into comprehensive social economy models. He cites the women of Paraguay pelting a corrupt senator's house with eggs until the smell forced his resignation as the spirit of stage two. On organisations, Mintzberg revisits his foundational four-form framework from 'Understanding Organizations, Finally' - program, project, personal, and professional - illustrated through sports analogies from North American football to yacht racing. He champions communitieship over leadership, arguing that healthy organisations function as communities, not hierarchies, and that you cannot create a manager in a classroom any more than you can create a swimmer in a classroom. Mintzberg also reflects on MBA education reform, the isolating effects of every technology from the car to AI, the viral potential of the Reformation as a model for individual-led change, and why he is searching for a 'first follower' to help his rebalancing message spread. His inspiration: Martin Luther, an obscure monk whose one-page rant nailed to a church door changed Christianity. If Mintzberg at 86 is still trying to change the world, his argument is clear - so should the rest of us. Connect with Henry Mintzberg on LinkedIn [https://www.linkedin.com/in/henrymintzberg/] · Henry Mintzberg's website and blog [https://mintzberg.org/] · Rebalancing Society - free PDF and resources [https://rebalancingsociety.org/] · The declaration of our interdependence [https://ourinterdependence.org/#sign] · Derek Sivers TED Talk - how to start a movement [https://www.ted.com/talks/derek_sivers_how_to_start_a_movement] · Website [http://djasensemaking.com/] · Connect with Daniel on LinkedIn [https://www.linkedin.com/in/daniel-atlin-34b362b/]

Philosophy, AI and the Mess of Leading: the future of institutions in a rapidly changing world | Duncan Ivison

President and Vice-Chancellor of the University of Manchester on AI, philosophy, and institutional change. This episode is for people who are struggling to see how transformative change, especially AI adoption, can be introduced without fracturing trust or triggering institutional paralysis. Duncan Ivison, President and Vice-Chancellor of the University of Manchester, one of the UK's largest and most comprehensive universities, in conversation with Daniel Atlin, explains how he is leading significant change: not by minimizing disruption, but by leaning into it deliberately and bringing the community along. Duncan describes the University of Manchester's landmark partnership with Microsoft, the first of its kind globally. It is providing free, unrestricted access to the latest version of Copilot to all 65,000 students and staff, alongside ethical frameworks, working groups on environmental impact, and structured training. He is frank about what he got wrong: underestimating the emotional response, the anxiety about AI's effect on organizational culture, and the importance of 'deliberated disagreement', having actual conversations rather than making assumptions about what people think. The 1,700 person town hall that followed the announcement, ranging from 'this is evil' to 'where is my licence?', became a masterclass in why dialogue and transparency matter more than consensus. Duncan draws directly on his background as a philosopher, trained in the limits of knowledge, first principles thinking, and asking better questions - to explain how he navigates decisions in an institution that is simultaneously a research powerhouse, a civic anchor, a global brand, and a complex adaptive system of competing disciplines and stakeholders. He argues that in an AI-mediated world, large language models don't think, rather human beings do, and that philosophy and the humanities are entering a golden era precisely because the ethical and value questions AI raises will not be answered by the tech industry. The conversation also covers: - distributed leadership and when to step in versus step back - strategy as narrative and why universities drift when purpose is unclear - reimagining university structures around real-world problems rather than academic disciplines - lifelong and flexible learning as the new model - the fragility of universities' social licence to operate - And the career philosophy of saying yes to opportunities before you know the outcome. Duncan reflects on 22 years at the University of Sydney, the 'two body problem' of a global career, and what growing up in multicultural, bilingual Montreal taught him about identity, power and ideas. This is a thoughtful conversation about leadership in complexity, the future of higher education, and why deeply human capacities may matter more than ever in the age of AI. As always, thanks for listening to Messy. Connect with Duncan Ivison on LinkedIn [https://www.linkedin.com/in/duncan-ivison] · University of Manchester AI and Microsoft Copilot partnership [https://www.manchester.ac.uk/discover/news/university-of-manchester-microsoft-ai-partnership/] · Alan Turing at the University of Manchester [https://www.turing.ac.uk/about-us/alan-turing] · University of Manchester - From Manchester For The World strategy [https://www.manchester.ac.uk/discover/strategy/] · Website [http://djasensemaking.com/] · Connect with Daniel on LinkedIn [https://www.linkedin.com/in/daniel-atlin-34b362b/]

Leadership is bringing people along... through empathy, integrity, and curiosity | Mary Anne Chambers

And meeting them where they're at. In this episode of Messy, Daniel Atlin sits down with Mary Anne Chambers, former Ontario cabinet minister, banking executive, and lifelong advocate for equity and access, to explore what it truly means to lead in complex, purpose and people-centered systems. From her early experiences growing up in Jamaica, where she learned to understand lives different from her own, to her work as a bank executive, to a member of government and minister shaping policies that expanded access to education and childcare, Mary Anne reflects on the power of empathy, integrity, and lived experience in leadership. This conversation goes beyond titles and achievements. It’s about how leaders navigate competing pressures, balance politics with purpose, and make decisions that serve the public good, even when those decisions are difficult. At its core, this episode is a reminder that leadership in the mess isn’t about control or authority. It’s an inspiring and motivating conversation about connection and meeting people where they are, listening deeply, and bringing others along toward a shared future. Key Takeaways: • Empathy is not soft, rather it’s essential for effective leadership • People’s decisions make sense only when you understand their context • Structural barriers often hide opportunity and talent • Leadership is about influence, not just authority • Good public policy requires long-term thinking not quick fixes • Trust and integrity are a leader’s most valuable capital • Listening does not mean agreeing, it means understanding • Leadership is about bringing people along, not pushing them forward. I hope you'll find this conversation helpful and motivating in getting through the mess. If you like it, please write a review and share it with a friend. Working through messes is easier with others. Mary Anne Chambers' profile as Chancellor at the University of Guelph [https://www.uoguelph.ca/chancellor/] · Website [http://djasensemaking.com/] · Connect with Daniel on LinkedIn [https://www.linkedin.com/in/daniel-atlin-34b362b/]

What others see as messes, some see opportunities | David Agnew

Don't be afraid to try something new. What does it take to lead in systems that are complex, constrained, and constantly changing? Daniel Atlin sits down with David Agnew, President of Seneca Polytechnic, whose career has spanned politics, finance, international development, and higher education. One common is stepping into organisations at moments of tension, transition, and uncertainty. This conversation explores what leadership really looks like in public institutions, where the stakes are high, the problems are rarely neat, and the pressure to act is constant. It’s about navigating competing demands, making decisions you know will be unpopular, and holding steady in the storm. Key insights: 1. Leadership is holding tension, not resolving it. Organisations want stability but reality demands change. 2. Not all “mess” is the same. It can be a transition, a leadership gap, or a system under pressure 3. Public institutions operate under different rules. Unlike businesses, they don’t choose their customers and can’t walk away from problems 4. Leadership is not a popularity contest. Leaders must make decisions without full agreement, withstand criticism, and accept not everyone will be satisfied 5. Inner sensemaking shapes outer action. Before decisions there is a process happening internally: What matters? What do I stand for? What am I willing to act on? 6. Time horizons matter. In many public systems today's decisions may not yield results for years. Leaders must think long-term but act in the present, and manage expectations in between 7. Careers and leadership journeys are rarely linear. Plans change, opportunities emerge, and growth often comes from stepping into the unknown This episode is a reminder that leadership in messy systems isn’t about having the answers. What some people see as a mess, others see as meaningful work. Connect with David Agnew on LinkedIn [https://www.linkedin.com/in/davidaagnew/] · Seneca Polytechnic Website [https://www.senecapolytechnic.ca/homepage.html] · Website [http://djasensemaking.com/] · Connect with Daniel on LinkedIn [https://www.linkedin.com/in/daniel-atlin-34b362b/]

Putting the Mouth Back into the Body Politic | Sara Hurley

Public Service = Designing Fairness at Scale. In this episode of Messy, Daniel Atlin is joined by Sara Hurley, former Chief Dental Officer for England, a leader whose career spans frontline clinical care, military service, and senior government leadership. Few have operated as consistently at the intersection of individual care, institutional complexity, and public policy. Sara offers a deeply reflective account of leadership in the mess. Drawing on her experience during COVID, she describes what it feels like to make decisions when there are no good options — only trade-offs. In these moments, she argues, leadership is not about projecting certainty, but about holding uncertainty on behalf of others, while maintaining trust, clarity, and integrity. The conversation moves fluidly between the personal and the systemic: • The shift from authority to trust as the foundation of leadership • The emotional labour of carrying responsibility in complex systems • The challenge of leading in environments where outcomes are delayed, diffuse, and often invisible • The importance of stewardship — leaving systems better than you found them, even if the impact unfolds long after you’ve left Sara also makes a compelling case for public service as one of the last places where fairness can be intentionally designed into systems at scale — an idea that feels increasingly urgent in a time of institutional mistrust. At its core, this episode is about sensemaking: how leaders navigate ambiguity internally, while shaping systems externally. It’s a conversation about leadership in the real world: messy, human, and deeply consequential. If you like this episode please write a review and share it with a friend. Sara Hurley's LinkedIn [https://www.linkedin.com/in/sara-hurley-7769871a4/] · Website [http://djasensemaking.com/] · Connect with Daniel on LinkedIn [https://www.linkedin.com/in/daniel-atlin-34b362b/]