Arne van Oosterom

My Photographs, Art and other Attempts to create something meaningful

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The Story of Alwin Put - Why Holding Space is Exhausting (and Beautiful)

The Hidden Life of a Facilitator

By Arne van Oosterom

Facilitation often looks easy from the outside. A room full of people, energy, sticky notes, good vibes, some structure, and someone calmly guiding the process. But what most people don’t see is the part that happens afterwards. When the room is empty again. When you’re back in the car. Or alone in a hotel room.

We recently had Alwin Put on the podcast, a great facilitator and writer. One of the first things he said stuck with me. He described how much he loves working with groups—and then immediately admitted how exhausted he feels after a session. Like, completely drained. I know exactly what he means.

It’s something we rarely talk about, but I think many facilitators feel it. That strange combination of being completely present all day, and then just… done. Not tired like you’ve had a long day at the office. But tired in a way that goes deeper. It’s emotional. It’s physical. Sometimes even spiritual.

And it’s not because we don’t like people. We love people. It’s literally our job. We spend the whole day holding space, guiding energy, helping people connect, think, decide, and move. That takes something out of you.

For me, it sometimes gets a bit absurd. I’ll be with groups of people all day, talking, laughing, facilitating like it’s nothing. But then I get home, and the doorbell rings. My wife will look at me and say, “You’ve been with people all day, and now you don’t want to answer the door?”

And she’s right. I don’t.

I’ll freeze. I’ll whisper, “Who is it?” and hope they go away. Not because I don’t like them. But because I just can’t be “on” anymore.

It’s a strange paradox. Many facilitators are introverts. We’re tuned into group dynamics. We read the room. We sense when someone’s holding back. That sensitivity is our strength—but it’s also what makes it so exhausting. It’s the hidden part of the work.

Alwin called it the facilitator’s hangover. It made us laugh, but it’s real. And it’s something we should talk about more. Because if we don’t, people will think something’s wrong with them when they feel this way. It’s not. It’s part of the job.

And yes, there’s joy in it too. When it works—when the group clicks, when something shifts, when someone finds the words they didn’t know they had—it’s beautiful. It’s what keeps us doing it.

But here’s the thing: the work doesn’t end when the session ends. The silent part—the recovery, the walk, the quiet meal, the time alone—is part of the work too. So if you’re a facilitator reading this and you’ve ever avoided the doorbell, or skipped dinner, or just needed a day to stare at the wall… you’re not alone.

It’s not a weakness. It’s part of the craft.

Let’s just be honest about that.

Check out this episode!

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COLUMN - by Arne van Oosterom - AI and the Human Experience

Hey everyone, welcome to another episode of Future Skills Academy Podcast with a Column by Arne van oosterom:

I’m really excited to share something that’s been on my mind for a while. We’ve all heard how technology—and more specifically AI—seems to be creeping into every corner of our lives. I mean, it’s not just about writing blog posts or crunching numbers anymore. AI is creating art, music, film scripts, and sometimes it’s even doing it better or faster than humans can. Which is both amazing and, let’s be honest, a little unsettling. Now, of course, there’s a lot of worry out there: “Are we losing our jobs to robots?” “Will we still need human writers, painters, directors, or composers?” And I totally get it. There’s a sense that we’re on the brink of something major, something that might leave a lot of us feeling redundant. But here’s the twist: I actually think this shift is going to make real human creativity even more precious. Why? Because, at the end of the day, it’s our lived experiences that make what we create truly meaningful. Look, if one day we were to find out that Van Gogh, for instance, was never a real person—that all the stories about his struggles and triumphs were just some elaborate AI fabrication—do you think his paintings would still hold the same weight? Probably not. The beauty of Van Gogh’s art isn’t just in the swirls of paint on the canvas. It’s in knowing he was this real, troubled, passionate individual who poured his heart out in every brushstroke. That’s the kind of depth that comes from having a mother you’ve loved and lost, or from breaking your leg and spending a miserable six weeks on crutches. It’s from the late-night talks with friends that shift your perspective on the world, and from growing up in a certain neighborhood at a certain time. All of that seeps into your art—your words, your melodies, your films, your sculptures—and it resonates with people, because they can sense the realness. AI, for all its brilliance, doesn’t have that. It doesn’t have a mother. It doesn’t know grief, or heartbreak, or the joy you feel when a friend drops by unexpectedly. AI might emulate these feelings, but that’s all it is—an emulation. It can piece together a scene of heartbreak, add some atmospheric music, and calculate the perfect angle for a shot in a film, but it’s doing that from data points and patterns, not from actual tears or heartbreak. This is why I believe the stories and creations that come from human hands—from the sweat and tears, the late nights and the real mistakes—are only going to become more valuable. When everything around us is generated by a machine, we’ll crave the tangible evidence of a human life lived and poured into art. It will stand out. People will look for that spark that says, “Someone was actually here. They felt this. They went through something and this is what came out.” Yes, AI can replace many tasks that human beings do. It can do so quickly, often efficiently. And I don’t doubt we’ll see entire films or albums generated by code. Some might be popular or go viral. But at the same time, the more AI can do, the more we’ll care about the things it can’t. The more we’ll want to see that authentic brushstroke or hear the raw crack in a singer’s voice that came from a real heartbreak.

So am I worried? Not really. I think it’s going to force us to be clearer and more deliberate about what we bring to the table. We’ll need to dig deeper into our experiences—our pains, our joys, our perspectives—and figure out how to translate them into something that matters to other people. That’s the true essence of creativity, isn’t it? You live, you learn, and you turn that into something that might resonate with someone else down the road. AI can do a lot, but it simply can’t live. That’s it from me for today. Thanks for tuning in to Creative Leaders Unplugged. Remember, the real magic isn’t just in the final painting or the perfectly crafted track—it’s in who we are and what we’ve gone through to make it. And that’s something no robot will ever replicate.

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The Story of Annika Madejska - Ethical Debt, AI and Neurodiversity

Wired Differently: A Conversation with Anika Madejska on AI, Neurodiversity, and Ethical Debt When we spoke with Anika Madejska for our podcast, it was one of those conversations that lingered long after we hit stop on the recording. Thoughtful, sharp, and honest—Anika shared stories and insights that connected the personal and the professional in a way that just made sense. Especially when it comes to living with ADHD, and how that overlaps with creativity, identity, and our evolving relationship with technology and AI. Neuro-spicy and Never Quite Fitting In Anika calls herself “neuro-spicy.” It’s her way of naming something many of us feel but don’t always know how to explain: the constant dance of fitting in and not fitting in. She’s been successful—really successful—but says she’s always felt like an outsider. A misfit who learned to mask her differences, play the game, and still quietly question the rules… well, maybe not so quietly. For Anika, growing up meant constantly sensing that something was “off”—not in a bad way, but in a way that made her feel slightly outside the group. She talks about being deeply insecure, a people pleaser, even while coming across as strong and fearless. It wasn’t until later in life that she was diagnosed with ADHD, and suddenly all those quirks, all those intensities and obsessions, started to make more sense. And maybe that’s the paradox. You can be thriving in a system and still not feel like you belong in it. You can be high-functioning, even exceptional, and still feel like you’re not doing things the “right” way. Wired for Justice One of the things that stood out in our talk was Anika’s deep sense of justice—a drive she now knows is common in people with ADHD. That strong inner compass, that feeling of “this isn’t right,” has shaped her entire career. From journalism to design to her current focus on AI ethics, Anika has always followed the impulse to fix, to understand, to make things better. Even when it wasn’t easy. Even when it got her into trouble. She’s the kind of person who raises her hand and says, “Sure, I’ll do it,” and then figures it out along the way. That mix of impulsiveness and hyper-focus, as she describes it, has helped her jump into the deep end again and again—especially in chaotic, high-stakes environments. Where most people panic, she’s calm. It’s not that she’s fearless. It’s that she’s used to navigating the unknown. The Ethical Debt of AI And that brings us to AI. Anika has spent the last few years knee-deep in conversations about ethics and technology. She coined the term “ethical debt,” and it’s brilliant. Just like technical debt in software—where shortcuts come back to bite you—ethical debt builds up when we ignore the long-term moral consequences of what we build. She points out that the data we use to train AI is full of bias, because history is full of bias. And when we build systems on top of that data, without thinking critically about what we’re amplifying, we’re creating technology that might work—technically—but could be harming people in real ways. And we don’t see it. That’s the problem. The harm is often invisible. It’s like climate change or depression: easy to ignore until it hits close to home. So… What Do We Do? Anika doesn’t claim to have all the answers, but she does have a wish. She wants us to teach people—especially the next generation—critical thinking. She wants us to stop taking convenience for granted. To understand the cost of the tech we use, not just in money or energy or data, but in values. In choices. In trade-offs. She reminds us that technology isn’t neutral. It’s always designed by someone, for someone, with certain outcomes in mind. So we have to ask: Who gets to decide? What are we optimizing for? And who benefits? The Bigger Picture What I appreciated most about our conversation is how personal it was. Anika isn’t talking about ethics in some abstract, academic way. She’s lived it. Her work is shaped by her experiences as someone who feels deeply, thinks fast, and questions everything. She’s someone who has learned to stop hiding parts of herself. To show up fully, neuro-spicy and all. And in doing so, she gives others permission to do the same. So yeah, this episode is about AI. It’s about bias, and regulation, and privacy, and the need to rethink our systems. But it’s also about being human in a world that often asks us to be machines. It’s about creativity, empathy, identity, and the power of asking better questions.

Check out this episode!

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EDITORIAL - The Edge of Chaos -

Welcome to this week’s Editorial. I’m thrilled you’re joining me today. I want to dive into a topic that’s central to how we innovate, lead, and navigate our constantly changing world. And the metaphor I love using for this is the image of a tightrope walker.

So, picture yourself on a tightrope, arms stretched out, wobbling just enough to keep your balance. It’s a little scary, but it’s also exhilarating, right? Because you’re not frozen in place—you’re in motion, you’re making micro-adjustments, constantly shifting between the pull of order on one side and the lure of chaos on the other. That’s the sweet spot where the magic happens. Today, we’re going to explore why it’s so powerful to hang out at this “edge of chaos”, what change blindness is and how it can trip us up if we’re not careful, and how all of this helps us become better leaders and innovators.

Balancing on the Edge of Chaos

Let’s start with this idea of the edge of chaos. I love how complexity science describes it as a sweet spot between rigid order and total mayhem. On one side, if things are too structured—like an organization with layers upon layers of bureaucracy—creativity gets stifled. People get stuck following the same old processes, or they’re terrified of breaking the rules. On the other side, if there’s too much chaos, everything becomes so scattered that no real progress is made. It’s like everyone’s running around in different directions without a shared purpose.

  But right at the edge? That’s where we get both innovation and stability. There’s enough structure to keep us moving together, but enough freedom to experiment and try bold ideas. Nature offers plenty of examples: there’s a well-known concept called the intermediate disturbance hypothesis, which basically shows that ecosystems hit peak biodiversity—peak life—when there’s a moderate amount of disruption. Too little disturbance, and the system gets stale. Too much, and it collapses.

  The same logic applies to businesses and teams. Think of a company like Google. They famously gave employees “20% time” to explore big, wild ideas. That was a bit of chaos sprinkled into their daily work. But they also had a framework in place—enough organization to decide which of these ideas would move forward. It wasn’t anarchy, but it wasn’t stifling order, either. It was a dynamic balance, right on that edge.

When Order Becomes a Straightjacket

  Now, I want to be clear: order by itself isn’t a bad thing. We need some structure to keep us grounded and consistent. The problem is when order turns into a straightjacket, when people say, “We’ve always done it this way,” and shut down new ideas.

  In some organizations, there’s a heavy reliance on rules, processes, and top-down directives. That can create efficiency in the short run, but it can also kill spontaneity and discourage experimentation. Leaders who micromanage end up with teams that follow the script but don’t bother to innovate. Everyone’s so busy coloring inside the lines that no one asks, “Hey, can we draw something completely different?”

  I’m guessing you’ve seen this or felt this before—times when rigid policies or endless approvals made it feel impossible to introduce new thinking. So yes, order is useful—until it drains our ability to adapt.

When Chaos Becomes… Well, Chaos

On the flip side, we have chaos. In small doses, chaos is amazing for creativity because it lets us wander off the beaten path. But when everything is “anything goes,” we can get stuck spinning our wheels.

  For example, you might have a startup where there are zero rules—everyone’s always prototyping the next big thing, but no one’s thinking about actually implementing. That’s fun for a while, but eventually, the team burns out or runs out of cash because there’s no strategy. I like to remind people: Innovation without a framework can lead to a lack of follow-through. You need some structure to ensure your brilliant ideas don’t end up collecting dust.

  Nature also shows us this danger. If storms or fires are too frequent, even the hardiest species can’t survive. There has to be enough calm between disruptions to stabilize and grow.

Understanding Change Blindness

So, we know we need to walk that tightrope, balancing between too much structure and too much chaos. But here’s a twist: what if we don’t even see the rope changing beneath our feet? That’s where a concept called change blindness comes in.

  Change blindness is this fascinating phenomenon where we fail to notice slow, subtle shifts happening right in front of us. If something changes slowly or in small increments, it can sneak by us undetected. Psychologists have run experiments showing that people can miss huge alterations in a scene if those alterations happen gradually.

Translate that to the business or leadership world: you might be so focused on day-to-day tasks that you miss a major shift in customer behavior, technology, or even in your own team’s morale. Think about Kodak: they invented the first digital camera but didn’t quite act on that technology. By the time they realized how big digital would become, other players had seized the opportunity. Or Blockbuster—yes, they saw Netflix coming, but they didn’t move quickly enough to adapt because the change felt gradual… until it wasn’t.

We often say, “In hindsight, it was so obvious.” But it’s only obvious later. In the moment, we’re often blind to the slow creep of change—like the proverbial frog in slowly heating water.

Leading on the Tightrope

So how do we get better at walking the tightrope, staying on that edge of chaos while also combating change blindness? Here are a few practices that come to mind:

1. Stay Curious and Keep Scanning the Horizon

Make it a habit to look beyond immediate tasks. Ask yourself and your team, “What’s changing around us, even if it’s subtle? Is there a shift in customer tastes? Is there a new technology lurking in the background?” The more we train ourselves to notice small shifts, the more likely we’ll adapt before a crisis hits.

2. Create a Culture of Experimentation

Give people space to try new things—but put some parameters in place. Let’s say you have a monthly “innovation sprint” where teams can tackle any challenge they want. At the end of the sprint, they share results. That’s enough structure to keep it focused, but enough freedom that people can run wild with ideas.

3. Beware of Red Tape

If you find yourself or your organization saying, “This is how we do it, period,” that’s a red flag. Question whether certain processes might be outdated. Does every little decision really need six levels of approval?

4. Don’t Fear Course Corrections

A tightrope walker is constantly shifting. Likewise, leaders should be comfortable saying, “We tried it; it didn’t work. Let’s adjust.” Admitting mistakes or pivoting isn’t a sign of weakness; it’s how you avoid the extremes of order or chaos.

5. Invite Diverse Perspectives

One of the best ways to beat change blindness is to surround yourself with people who see things differently. Encourage your teams—and even your customers or external partners—to challenge your assumptions. Sometimes a fresh set of eyes can catch that slow-moving shift you’ve overlooked.

Why This Matters for Your Future

We’re in a period where massive shifts are happening globally—technology, climate change, social values, you name it. Traditional hierarchies that we inherited from the Industrial Revolution are slowly fading. We’re seeing more small, interconnected teams and ecosystems of small companies working together, rather than one big monolith controlling everything. Technology now allows even a tiny startup to have a global impact.

In this world, being flexible, perceptive, and collaborative isn’t just nice—it’s non-negotiable.

Thanks so much for tuning in. I hope this editorial has sparked some new ideas or at least given you a fresh perspective on how to navigate our crazy, ever-evolving world. Next time you feel the wobble under your feet, remind yourself: it’s not about standing still—it’s about making those micro-adjustments, staying curious, and leaning just enough into both order and chaos to keep moving forward.

Until next week, remember to keep that creative energy flowing—and I’ll catch you on the next episode of the Creative Leadership Podcast.

Take care, everyone!

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The Story of Samuel West - Museum of Failure and conceptual dyslexia

In this episode, we explore the concept of "conceptual dyslexia" with Samuel West, the founder of the Museum of Failure. We discuss how this term illuminates the cognitive processes of creative thinkers who connect diverse concepts, enhancing our understanding of the world. Samuel shares insights on navigating creativity amidst uncertainty, emphasizing the delicate balance between comfort and critical thinking. Our conversation delves into the influence of context on identity and behavior, revealing how we adapt in different environments. One standout moment is Samuel's introduction of "Failure No. 5," a perfume that embodies failure, celebrating the creative potential found in setbacks. We also challenge contemporary marketing norms, contemplating the possibility of launching products without social media's influence. This episode invites listeners to embrace resilience and curiosity, inspiring a deeper appreciation for the intricacies of creativity and personal growth.

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The Story of Jim Kalbach - Improvisation, Music and the Future of Organizations

00:00:08 Intro / Chatting / Holiday Reflections 00:02:40 Introducing Jim Kalbach 00:04:20 The Influence of Jazz  00:04:25 Comfort with Uncertainty 00:07:26 The Role of Language 00:09:48 The Nature of Truth 00:10:20 The Importance of Art 00:13:42 Jim's Journey to Mural 00:14:43 Defining Creativity 00:18:28 Music as a Creative Process 00:21:13 Embracing Nonlinearity 00:22:50 The Future of Organizations 00:26:54 Managing Uncertainty in Business 00:33:11 Neurodiversity in the Workplace 00:36:31 The Shift Towards Imagination 00:42:04 The Impact of AI 00:50:38 The Need for Balance 00:57:49 Navigating Change 01:01:57 Personal Growth and Change 01:17:44 Rethinking Business Structures 01:23:26 Closing Thoughts and Reflections

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The Story of Duncan Wardle - Disney, Playfulness and not being afraid of Failure

With Duncan Wardle, the former head of innovation and creativity at Disney, we delve into the essence of creative leadership. Duncan shares insights on unlocking creativity in everyone, emphasizing the importance of playfulness and personal narratives.

We explore interactive exercises that highlight the relationship between lived experiences and creativity, while discussing his newly published book that offers practical tools for nurturing creative potential.

Duncan challenges traditional education paradigms and advocates for a mindset that embraces empathy, curiosity, and intuition. This engaging discussion promises inspiration for anyone eager to enhance their creative abilities and rethink leadership in today's evolving landscape.

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The Story of Anderson Gomes Da Silva - Bold Leadership, Automation and Games

The Flower Analogy: Lessons in Leadership and Design from Anderson Gomes da Silva

In the recent episode of Creative Leaders Unplugged, Anderson Gomes da Silva, Head of Product Design at Bol.com, shared his thoughts on leadership, design, and innovation. Among the many insights he offered, one stood out as a profound metaphor for organizations and systems: the “Flower Analogy.”

Anderson described how managers often strive to organize their teams or systems into neat, labeled categories. He likened this to taking a flower and meticulously separating its petals, stems, and leaves into individual boxes, labeling and arranging them perfectly. The result? While the parts are now cataloged and visually satisfying, the flower itself is no longer alive.

This analogy captures a fundamental tension in leadership: the urge to impose structure and control versus the need to nurture living, interconnected systems that thrive on complexity and adaptability.

The Dangers of Over-Organization

Anderson’s flower analogy is a reminder of the risks associated with over-managing or siloing teams within an organization. While structure and order are essential for clarity and efficiency, excessive compartmentalization can kill the very creativity and dynamism that make teams effective. A company isn’t a collection of isolated parts—it’s a living organism. When we forget this, we risk stifling growth and innovation.

This challenge is especially relevant in today’s fast-changing world, where agility and collaboration are key to staying competitive. As Anderson pointed out, many organizations are tempted to box their teams into rigid roles or processes to create a sense of predictability. But true innovation happens when teams interact across boundaries, share ideas, and tackle problems together.

Design Thinking as a Holistic Practice

In the interview, Anderson emphasized the value of seeing problems systemically—a key tenet of design thinking. Just as a designer must consider multiple perspectives (user experience, market viability, technical feasibility), leaders must take a holistic view of their organizations. By rotating the “flower” and examining it from different angles, leaders can understand how various parts contribute to the whole.

Anderson’s leadership philosophy extends beyond design. He applies design principles to his own role, mapping stakeholders, visualizing team dynamics, and prototyping better systems. This iterative and exploratory approach ensures that the “flower” of his organization remains vibrant and alive.

Balancing Chaos and Order

Anderson also spoke about the delicate balance between chaos and order. He acknowledged the need for systems and tools to bring stability to repetitive tasks—an area where he excels through automation. However, he stressed the importance of leaving room for creative exploration and serendipitous connections.

Creativity thrives at the intersection of chaos and order. Leaders who can navigate this space—like a gardener tending to a living, growing flower—foster teams that adapt, innovate, and flourish.

  A Call to Leaders: Keep the Flower Alive

The flower analogy is a poignant reminder for leaders: don’t let the need for control suffocate the life out of your organization. Instead, focus on nurturing connections, embracing complexity, and fostering a culture where creativity and collaboration can thrive.

As Anderson said, “Organized things are chaos; natural things are prosperity.” The best leaders understand that their role is not to impose rigidity but to cultivate a dynamic ecosystem where innovation blooms.

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The Story of Ewelina Polińska Nadra - Curiosity, Leadership and work life balance

Curiosity and Authenticity: Foundations of Modern Leadership

leaders are increasingly challenged to balance innovation with empathy. Ewelina Polińska Nadra, an innovation manager and mother, exemplifies how curiosity and authenticity can serve as the cornerstones of effective leadership. Her journey offers valuable insights into integrating personal values with professional practices.

Curiosity: The Catalyst for Growth

Ewelina’s life is a testament to the transformative power of curiosity. From exploring the depths of marketing to spontaneously diving into triathlons, her inquisitive nature propels her forward. For leaders, this relentless drive to ask questions, explore new avenues, and embrace the unknown fosters creativity and adaptability—qualities essential in industries undergoing constant change.

Authenticity in Leadership

Equally central to Ewelina’s philosophy is authenticity. She believes in bringing her whole self to work, acknowledging the inseparable link between personal and professional lives. By sharing her vulnerabilities—whether admitting to a bad day or drawing parallels between parenting and management—she creates an environment where others feel safe to be themselves. This approach humanizes leadership and fosters trust and openness among team members.

Lessons from Parenting

Ewelina’s experiences as a mother deeply influence her leadership style. She has learned to adapt her communication, offer tailored support, and respect individual differences—skills directly transferable to managing a diverse team. Her emphasis on creating a “brave space” encourages team members to take risks, voice dissenting opinions, and grow.

The Future of Leadership

As workplaces evolve, leaders must embrace a more holistic approach. Curiosity drives innovation, while authenticity builds connection and trust. Together, they form a powerful combination that enables leaders to navigate complexity while empowering their teams.

Ewelina’s story reminds us that leadership is not about perfection but about presence, curiosity, and a commitment to continuous learning—both about the world and oneself. As she succinctly puts it, “You can’t be authentic if you don’t know yourself.” In a world that demands both innovation and empathy, her insights offer a roadmap for leaders seeking to inspire and lead with integrity.

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The Story of Ari Elefterin - Embracing Your Unique Perspective -

Tune in to this compelling episode of *Creative Leaders Unplugged* as hosts Morgan and Arne chat with Ari Elefterin. Ari shares insights on authenticity, the therapeutic nature of creativity, and how chaos can inspire transformation. They discuss the importance of vulnerability in art and their vision for an experimental school that fosters self-discovery. Join this enriching conversation and explore how embracing your unique perspective can lead to profound change in your life and community!

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The Story of Rachel Davis - Brave Space and 'weirdness' as a superpower

Join us in this vibrant episode of *Creative Leaders Unplugged* as Rachel Davis discusses embracing her 'weirdness' and leveraging ADHD for creativity. They explore the concept of "brave space," the importance of visible thought processes in collaboration, and redefining personal success. This inspiring conversation encourages listeners to celebrate their quirks and follow their passions wholeheartedly. Don’t miss it!

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The story of Alan Moore - Beauty is the ultimate metric

Join hosts Morgan and Arne in this episode of *Creative Leaders Unplugged* as Alan Moore explores beauty as a transformative force. He emphasizes personal responsibility and regenerative practices, inspiring listeners to enhance beauty in their lives. A quick yet impactful conversation on redefining creativity awaits!

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The Story of Karen Hold - Skills, Behaviors, Deign and an Amazing Grandfather

In this episode of Creative Leaders Unplugged, we converse with Karen Holt about her unique journey connecting design and business. We explore how her husband’s grandfather influenced her perspective on innovation through empathy-driven problem-solving during World War II. Karen discusses the barriers to learning within organizations and the importance of embracing uncertainty and experimentation. She introduces a framework of behaviors that foster vital innovation skills, encouraging teams to navigate challenges confidently. Finally, we draw parallels between personal growth in hiking and the innovation process, emphasizing the transformative power of design, empathy, and narrative.

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The Story of Alizée Bollen - Community, Crampy and a multicultural upbringing -

In this episode, we dive deep into a conversation with Alizée Bollen, a socially conscious designer and the founder of Crampy, a project centered around menstrual equity and the importance of community in fostering open conversations about uncomfortable topics. Alize's background is richly woven with her multicultural upbringing—half Congolese and half Belgian—and an upbrining in Tanzania, which shape her perspective and approach to design and social issues. 

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The Story of Miikka Leinonen -

In this episode, we speak with facilitator, innovator and philosopher Miikka Leinonen about using AI in workshops, his book "The Intangible Future," and community building. We discuss evolving education roles, challenges in translating physical interactions to digital spaces, and redefining productivity and fulfillment in a changing professional landscape. Our conversation concludes with reflections on simplicity, harmony, and optimism in designing a future based on intentional actions and forward-looking perspectives.

  00:00:00 Introduction to Miikka Leinonen

00:00:53 AI Facilitation Workshops

00:02:39 The Intangible Future Book 00:09:09 Student Enthusiasm vs. Vulnerability

00:11:52 Student Responsibility in Education

00:18:04 Importance of Social Learning

00:21:29 Building Communities through Open Space

00:24:16 Defining a Functional Community

00:28:50 Value of Community Experiences

00:30:09 Integrating Communities in Corporations

00:33:39 The Intangible vs. Tangible in Business

00:35:38 Audience vs. Community

00:36:56 Work in the Intangible Realm

00:39:24 Digital Tools Replicating Physical Tools

00:40:48 The Future of Communication

01:01:30 Embracing the Role of the Outsider

01:12:12 Recognizing Harmony and Beauty

01:15:59 Directing Companies Towards Intangible Value

01:18:27 Navigating an Optimistic Future

01:20:40 Reimagining the Structures of Society

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The Story of Victor Udoewa - Worlds, Worldviews and an Ethics of Hopelessness

In this episode of Creative Leaders Unplugged, we engage in a thought-provoking conversation with Victor Udoewa. Victor's exploration of distinguishing between worlds and worldviews challenges our perspectives, urging us to reconsider our understanding of the complexities of identity and culture. 

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The Story of John Bielenberg - Thinking Wrong and Doing Good -

In this episode of Creative Leaders Unplugged, I engage with John Bielenberg, delving into his journey as a creative leader and designer. We explore his unique approach to decision-making, emphasizing authenticity and resisting societal pressures. From defying conventional design norms in college to championing sustainability, John's experiences highlight the importance of following personal values over expectations. Raised in a creative environment, his early exposure to unconventional design shaped his evolving perspective on creativity. 

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