Holding the Tension Series Summary

This slide deck summarizes the core concepts and insights from the Holding the Tension series in Stanford Social Innovation Review. It outlines how disagreement functions as a civic and organizational capacity, and highlights key frameworks related to governance, alignment, culture, and leadership. The summary is designed as a practical and conceptual guide for educators, practitioners, and leaders seeking to apply these ideas in institutional settings. See slide deck (PDF) >

 

Ceremonial and Disposable: A Framework for Durable Change

This resource expands on the concepts of ceremonial and disposable introduced in When Conflict Reveals the Work, part of the Stanford Social Innovation Review series Holding the Tension (described above).  Many organizational initiatives begin with visible commitment but struggle to take root in daily practice. When structures are disconnected from strategy, incentives, authority, and norms, they become ceremonial—signaling intent without reshaping core operations. When pressure mounts and benefits are unclear, those ceremonial initiatives often become disposable. Although discussed in the context of diversity, equity, and inclusion (DEI), these patterns apply broadly to innovation, sustainability, governance reform, and culture change. Durable initiatives are not sustained by aspiration alone. They endure when they are intentionally aligned with strategy and reinforced through consistent operational practice. Read article (PDF) >

​Brown, A. (2026). Ceremonial and Disposable: A Framework for Durable Change. AB Performance Advisory.

 

Beyond Access: An Organizational Maturity Model for Disability Inclusion

This resource complements my co-authored peer-reviewed publication on the inclusion of disabled people in organizations and provides a practical framework for leaders. It situates disability inclusion within the broader landscape of diversity, equity, and inclusion, introducing a six-phase maturity model with guidance for applying it in real-world contexts. The concept of a transformative middle ground emphasizes DEI work that focuses on systems and processes, enabling lasting inclusive change while reducing resistance. Designed for organizations moving from compliance toward meaningful inclusion, this resource invites leaders to center dignity, agency, and belonging as core measures of success.  Read article (PDF) >

​Brown, A., & Cechony, A. (2025). Beyond Access: An Organizational Maturity Model for Disability Inclusion. AB Performance Advisory-Woven Experience.

 

How to (Really) Fix the Pipeline Problem

Many organizational leaders seeking to improve DEI (diversity, equity, and inclusion) point to “the pipeline problem” as a reason for a lack of diversity in their organizations. While there is some truth to this perspective, it ignores the reality that many qualified candidates of color are underutilized in the workforce or unseen in recruiting pipelines. It furthermore assumes that the problem is primarily external, ignoring opportunities for internal growth. We offer an alternative solution to the pipeline problem that prioritizes internal equity and inclusion rather than diversity in and of itself. Read article (PDF) >

Brown, A., & Bucknor, C. (2025). How to (Really) Fix the Pipeline Problem. Originally published in 2022 by EBDI. Re-published by AB Performance Advisory.

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