An organization, like a plane, is equipped with sensors—not lights and gauges, but the human beings who energize its roles and sense reality on its behalf. Too often, an organization’s “sensor” has critical information that is ignored and therefore goes unprocessed. One individual notices something important, but no one else sees it and no channels are available to process that insight into meaningful change. In this way, we often outvote the low-voltage lights of our organizations.
