THE FRACTURED LENS
The world doesn’t make sense in neat, linear ways, so why do we keep trying to solve human problems with tidy frameworks that pretend it does?
The Fractured Lens is a radically different way of making sense of complexity. It’s not about finding the ‘right’ answer. It’s about navigating the mess with clarity, curiosity, and the right questions.
The Four Forces
Dynamics of Power & Change
Unknowing
Meaning
Belonging
These aren’t just concepts. They’re the forces shaping how we think, act, and relate—whether in organisations, leadership, culture, or personal identity.
Why a fractured lens?
Because every lens we use to see the world is cracked by bias, history, and context. The real work isn’t pretending we can see perfectly. It’s learning how to see better. The Fractured Lens helps you stop looking for simple solutions and start seeing the deeper dynamics at play.
It’s for leaders, teams, thinkers, and organisations who know that transformation isn’t about implementing best practices, it’s about understanding the shifting nature of power, unlearning assumptions, making meaning together, and creating spaces where people actually belong.
If you’re tired of surface-level insights and prescriptive frameworks that ignore the messy realities of human systems, this is for you. The Fractured Lens is sharp, raw, and real. Because sensemaking isn’t about having all the answers, it’s about asking the right questions.
Power isn’t just about authority—it shapes how decisions are made, who gets heard, and what change is even possible. Change, in turn, isn’t just about strategy; it’s about shifting power. Every transformation in an organisation is a reconfiguration of control, belonging, and meaning.
Rather than seeing resistance as a problem, what if we saw it as a signal—revealing who gains, who loses, and where power is being contested?
Certainty is comforting, but it’s often a trap. The world isn’t made of fixed truths—it’s shaped by evolving interpretations, shifting narratives, and unseen forces.
Leadership isn’t about knowing more than others; it’s about staying open when others rush to certainty. The best sensemakers don’t cling to answers—they stay with the questions, embracing the complexity of the unknown.
What would change if we valued curiosity over control?
People don’t just work for money—they work for meaning. Organisations aren’t just structures—they are systems of shared stories, myths, and narratives.
When things feel broken, it’s often not the work itself—it’s the breakdown of meaning. When change happens, people aren’t just adjusting to a new process; they are renegotiating their sense of purpose.
If meaning is socially constructed, then the question isn’t what does this mean? but who is making meaning, and for whom?
Belonging isn’t just about inclusion—it’s about who gets to shape the space. Every organisation has unspoken rules about who ‘fits’ and who doesn’t.
Real belonging isn’t conformity—it’s having the psychological safety to challenge, question, and still remain part of the group. The most effective cultures aren’t the ones with the strongest alignment, but the ones with the most room for difference.
Does your culture expand to include, or does it shrink to exclude?