Do you ever think that the way we run organisations today is not working for us?

You’re not the only one.

In my first article of this series, I explained that our way of organising work and running organisations doesn’t work for us: Only 15% of employees are engaged, 16% of employees have burnout symptoms, and while working remotely, we struggle with loneliness, boredom and stress.

But why does work not work for us anymore? And why does working remotely confront us even more with that?

Those that know me well, know that I’m passionate about making people work better…


Covid-19. Seven months in, and the past truly feels like another life. Nowadays, every time I see people shaking hands in a movie, or see a large group of people in a picture, I automatically think: “That’s pre-Covid!”

The pandemic took us all by surprise, and suddenly a lot of things had to change overnight. Work was one of them. And to be honest, lately I see a lot of companies and its people struggle with keeping up their productivity.

Right now, working together is tough. But to all those who want to go back to the old normal, or…


Sweaty palms, weak knees, and heavy arms. This is how I felt a couple of years ago when I received or had to give honest feedback. Do you recognize this?

Feedback is essential for a healthy organisational culture, and to work effectively with others. Being afraid of feedback creates a culture of dodging it, until it’s inevitable. Then you drop all your remarks at once, and the feedback becomes a bomb; Once dropped, it leaves a mess. At least, that’s what I see happens in a lot of teams and organisations.

What if you could see feedback as a present…


Today, I think the ability to ask good questions is hugely underrated. Asking good questions is essential to help others, to learn from them, understand a problem to come up with the right solution, or to understand why someone is behaving the way they do.

Since I started working as a Process Designer & Facilitator I have had, and listened to, tons of conversations, ranging from ones between team members and interviews with new clients, to day-to-day conversations with my mom.

But during these deeper conversations, I’ve experienced and heard the difference between the answers of an average question and…


What makes an effective team? By doing more than 200 interviews and researching over 180 teams, Google did extensive research to answer this question.

As turned out, “Who is on a team matters less than how team members interact and structure their work” (or HOW they work together).

Google identified psychological safety as the key characteristic of effective teams. What is it, why is it so crucial, and more important, how can you create psychological safety in your team?

Psychological Safety

Many times have I been in the following situation:

I was part of a newly formed group and had a question in mind because of something that I didn’t understand. When I looked around I saw no one else wanted to ask a question and thought I might have misunderstood or not listened well, which made me feel uncomfortable. Therefore, I decided to not ask the question and figure it out later.

Do you recognise this?

Though it is detrimental to effective teamwork, it turns out that team members are often reluctant to engage in behaviors that could negatively influence…


In my previous article, I shared what I learned by talking to 25 Process Designers. Since publishing, I’ve continued having conversations, and every time I had a discussion with someone, I got the question: “What is Process Design?”

Many still don’t know what Process Design is, and don’t understand its value. Today, I want to explain what it exactly is. To do this, I need to break up the question in two parts. First I’ll explain what I mean with process. After this I’ll explain what a process design is!

Content vs. Process

What is process? I can explain this best with an example. Imagine you and I decide to throw a party together. While organising, we can discuss two things: the content and the process.

With content I refer to what we are working on. To organise the party…


Three weeks ago I decided to start freelancing as a Process Designer & Facilitator. Since then, I met up with 25 Designers and Facilitators. Some I knew, some I didn’t. Today, I’m sharing with you what I have learned from those conversations.

Photo by chuttersnap

After working with strategy, process design and facilitation during my time at Hyper Island in Stockholm and at De Correspondent and Momkai in Amsterdam, I decided to start freelancing as a Process Designer & Facilitator. I met with 25 Process Designers and Facilitators, just by asking them sincerely if I could offer a cup of coffee and ask some questions about how they work, what vision they have and what they have learned since they started.

The past three weeks, I’ve had insightful conversations with some of the most genuine and humble people that I know. …

Marc Vollebregt

Making working together work @ marcvollebregt.com | @hyperisland alumni

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