~ a memory ~
→ tap any that resonate
If you select even one...
you're not alone.
~ reconstructed from memory ~
Who controlled the airtime
90% of the room barely spoke
Facilitator opens with an icebreaker. The CEO and two VPs start riffing. Everyone else listens.
A senior engineer raises their hand. Gets two sentences in before being interrupted. Doesn't try again.
The same points get made three different ways. The facilitator writes them all on the flip chart anyway.
"So we're all aligned?" the CEO asks. Everyone nods. No one actually agrees.
Flip charts get photographed. Action items are vague. Everyone scatters. Nothing changes.
meanwhile, in the hallway
I knew what the problem was
six months ago.
But who's going to listen to me?
The moment that started Huddle
The answers were already in that room.
The problem wasn't a lack of insight —
it was a lack of conditions for insight to emerge.
These aren't product principles. They're beliefs about organizations, people, and truth.
The people closest to problems have the best insights. Organizations fail when they don't create conditions for this wisdom to surface.
The gap between what people think and what they say contains critical information. Most organizations never access it.
Mandated change breeds resistance. When people shape solutions, they fight to make them work.
When ideas are attached to titles, political safety wins over organizational honesty. Separate the two.
How you reach a decision matters as much as the decision itself. Bad process, bad buy-in.
The best tools amplify human thinking, then get out of the way. They're invisible when they're working.
No pitch. No pressure. Just a conversation about what you're trying to solve.
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