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When organising workshops or training sessions, we often find ourselves in the middle of a bit of a debate: "Face-to-face is definitely better for that energy and buzz." "No way, online is the way to go if we’re thinking about convenience and efficiency." It’s easy to fall into the trap of viewing this as a binary choice—"In-person VS.  Online"—where we feel compelled to pick a side. However, when we have a good look at the unique characteristics of each, we realise that what the current era demands is not an " OR " (choosing one over the other), but an " AND " (embracing both) mindset. In this post, I’d like to unpack the true essence of these experiences and explore how we should approach technology and connection today. The Richness of "Sharing the Air" (In-Person) and Its Constraints The greatest appeal of face-to-face workshops lies in the richness of non-verbal information . Subtle changes in facial expressions, posture, and the shared "vibe" of the room—these are details that often get filtered out through a screen. The sense of unity born from sitting knee-to-knee and the value of a physically shared experience are irreplaceable. On the other hand, physical constraints are unavoidable. There is the geographical barrier of having to actually "be there." Furthermore, in-person settings can sometimes amplify social dynamics; those with louder voices or higher status often hold more sway. Participants may unconsciously prioritise harmony over honesty, creating social and psychological hurdles to speaking up. These aren't necessarily flaws of face-to-face interaction, but rather characteristics that stem from the intense power of the physical space. The New Possibilities and Inclusivity Opened by "Online" So, what about online? Once seen merely as a "substitute" for meeting in person, the online space has evolved into a field with its own unique value. First is its overwhelming Inclusivity. As long as there is an internet connection, anyone can join from anywhere in the world. This "Geographic Inclusivity" doesn't just save travel time; it opens doors for those who previously had to give the session a miss due to distance. Equally important is Psychological Inclusivity . On a flat screen, there is no "head of the table." Physical intimidation fades, and we often see a rise in psychological safety , making it easier for people to have a say regardless of their job title or age. I often see participants who would be reserved in person becoming surprisingly active in chat or discussions within this flatter, digital relationship. Furthermore, negotiation and dialogue via digital tools serve as a microcosm of our rapidly changing modern society. The anxiety of being left behind by rapid changes, and the challenges unique to a digital society, become clearly visible in this environment. Observing these dynamics is a profound learning opportunity that is unique to the online experience. What the Japanese Word for "Human" Teaches Us Seen in this light, In-person and Online are not superior or inferior to one another; they are complementary. In-Person:  A space for deepening dense human relationships and physical shared experiences. Online:  A space for removing physical and psychological barriers to broaden flat connections. Here, I would like to introduce a perspective from the Japanese language. The Japanese word for "human being" is "Ningen" (人間) . This word is composed of two characters: "Person" (人) and "Between/Space" (間). This is profoundly suggestive. It implies that a person cannot be fully "human" in isolation. We require a "Ma" (a space or gap) between ourselves and others to define our existence. We are, by definition, creatures that live by connecting with one another. When we view humanity this way, technology does not destroy these connections. Instead, as technology evolves, it creates new types of "Ma" (spaces) . It isn't replacing human connection; it is expanding the vocabulary  of how we connect. It gives us more ways to bridge the gap between us, allowing us to maintain our humanity in diverse and novel ways. Rejecting AI or Coexisting with It? This perspective directly applies to how we face AI and technology in general. When new tech emerges, we tend to be wary, fearing that "humanity will be lost," and we instinctively want to reject it. But just as online tools picked up voices that were lost in face-to-face settings and created new forms of "spaces," technology has the power to extend human potential . Will we reject AI as an enemy that steals human jobs? Or will we coexist with it as a partner that expands our possibilities and fosters new connections? The key is not to discard the old to jump to the new, nor to deny the new to cling to the old. The warmth of Face-to-face AND the expansiveness of Online. Human sensibility AND AI intelligence. Accepting both, using them adaptively, and weaving them together—this flexible "AND" mindset is the essential compass we need to navigate the future.

1. Deciphering the Trap of "Fertiliser" Through Systems Thinking In promoting SDGs or developing transformational leaders, many companies tend to start by teaching the "correct answers" (a deductive approach). In The Fifth Discipline , Peter Senge warns against reliance on such easy solutions, describing it through the systems archetype known as "Shifting the Burden" [1]. Shifting the Burden To use an agricultural metaphor, this is like scattering chemical fertiliser on exhausted land. While fertiliser (injecting knowledge from the outside) acts as a "symptomatic treatment" with immediate effects, over-reliance on it weakens the organisation's inherent ability to grow on its own (fundamental solution capability). As a result, you create a dependent organisational structure that withers unless you keep applying fertiliser. Fertiliser scattered on field For example, if you feel that "training effects are hard to perceive" or "behavior in the field changes only temporarily" despite repeated employee training, it is highly likely that this phenomenon (dependence on symptomatic treatments) is occurring within your organisation. 2. The "Inductive Approach" as a Fundamental Solution Of course, there are certainly situations where chemical fertiliser (immediate correct answers) is necessary to save a crop that is about to wither. However, "true growth," where an organisation evolves autonomously, arises not from external inputs, but from "inductive learning" from within. Experiential learning and PBL (Project-Based Learning) aim to weave meaning from each individual's raw experiences and make them part of the organisation's DNA. This is a "fundamental solution" approach that cultivates the "soil itself" rather than relying on external inputs. The "Learning Organisation" that Senge describes refers to a field where this soil (the consciousness and relationships of its members) is rich, and where people continually expand their capacity. A rich soil doesn't just mean a good atmosphere. In an era of rapid change, it means becoming an organisation that doesn't wait for instructions but discovers and solves problems on its own—a highly resilient organization. This is the greatest asset in Human Capital Management. Young leaves growing strong, rooted deep in rich soil This process of "soil cultivation" deepens through the following three stages: Soil Cultivation Process 3-1.  [Experience] Shaking Up "Mental Models" (Restoring Agency) In lecture-only training, participants tend to become "bystanders." However, in the immersive environment of a simulation game, their own actions affect the world in real-time. The tangible sensation that "my choices change the future"—this is one of the characteristics of "Agency" [2], as conceptualized by Bandura. When participants gain this, they become aware of their fixed "mental models" (stereotypes about themselves or the world) and prepare to break free from them. This is the first step toward "Personal Mastery," which Senge emphasises. 3-2. [Reflection] Diving into the Valley of the U and Touching the Source (Presencing) The "reflection" conducted after the experience is a time for "Presencing" (connecting to the source), as shown by Otto Scharmer in Theory U. Here, we shed light not only on logical analysis but also on the sensations before they become words (the non-verbal realm). "Why couldn't I move at that moment? What sensations were appearing in my body then?" By picking up on somatic discomforts ("Felt Sense" [3]), we stop the replay of past data (Downloading) and touch the source of our deepest values. 3-3. [Dialogue] Shared Vision and the Quality of Relationships (Team Learning) The insights that well up from within are sublimated into a "Shared Vision" for the entire organisation through dialogue with others. What is needed here is "Team Learning" as Senge describes it, and turning the "Cycle of Success" [4] by Daniel Kim. By listening to each other with "Empathy" [5]—imagining each other's backgrounds—the vague sensations felt during the experience take on "contours." As the quality of relationships (the soil) improves, the organisation advances to a stage where it co-creates a "Possible World"—one that does not exist on the extension line of the past. The difference lies between memorising given correct answers and finding your own convincing answers through trial and error. Bibliography [1] Peter Senge, The Fifth Discipline [2] Albert Bandura (Agency) [3] Eugene Gendlin, Focusing [4] Daniel Kim, "Core Theory of Success" [5] Carl Rogers, The necessary and sufficient conditions of therapeutic personality change. Journal of Consulting and Clinical Psychology, 60 (6) If you are interested in this inductive approach, please feel free to contact us

Each of us, at some point, draws an invisible, self-imposed line. It is the limit of "I can't do this," or the pervasive feeling of powerlessness—the belief that "I am too small to change anything." This sense often arises when possibility seems distant or entirely absent. Yet, the feeling of “ It’s impossible ” is not a dead end: it is the quiet, crucial signal that an expanse of untapped potential lies just beyond the line we have drawn. The moment we feel overwhelmed, believing we can't manage,  is precisely the opportunity to open a door to possibility. The Stark, Brutal Choice: Survival Versus the Future Across the globe, tropical rainforests are vanishing. While the reasons are complex, the ultimate driver is financial—money for some to accumulate wealth, and for others, money simply to survive the day. This is the stark, brutal choice: secure today’s meal by cutting a tree, or risk a future where succeeding generations inherit a planetary environment stripped of the resources to sustain them. Children, perhaps born with great, world-shifting talents, are instead focused on the immediate necessity of staying alive, without the opportunity to cultivate their potential for the greater good. Many people, in many contexts, can recognise a similar conflict. A Thoughtful Response to Chaos: The ASRI Project Here, however, is a compelling example of a small action that moves a seemingly insurmountable, chaotic situation, initiating a larger, quiet tide of change. This is the project led by the organization ASRI (Alam Sehat Lestari) . ASRI: Planetary Health in Action Report 2025 I had the opportunity to meet the Director of Resource Mobilization at Yayasan, Febriani (Nur Febriani Wardi)  and listen to her story in person. I happened to sit next to her during lunch at an international conference in Bali ( B1G1 - Time to Rise ). She was petite but possessed a powerful sincerity in her words. I still clearly recall her bright eyes when she was telling the story. Febriani ASRI's methodology provides an integrated, living blueprint  that shatters the dilemma—a thoughtful response proving that the choice between survival and the future is not mutually exclusive, but a creative bridge . 1. The Eco-Status Discount: Linking Health to the Forest Based on a principle of " Radical Listening ," ASRI’s clinic (established in 2007) provides high-quality, affordable healthcare. This immediately removes the stark choice between community well-being and cutting down trees for cash. Crucially, the clinic uses an Eco-Status Discount system.  Villages showing no logging activity receive the highest discount—up to 70%—on medical bills. This mechanism uses an immediate, essential need—health—as a quiet, continuous incentive for community-led forest preservation. 2. Non-Cash Payment: Investing in Tomorrow Non-Cash Payment The clinic also accepts non-cash payments, allowing patients to barter for treatment with items that regenerate the environment and support local skills. Accepted currencies include handicrafts, compost, and, significantly, tree seedlings. ASRI has received 172,048 seedlings  from patients between 2014-2024 (with a further 10,000  anticipated in 2025!). These seedlings are then used in the reforestation of critical orangutan habitat corridors. To date, ASRI, together with National Park authority and local communities has planted more than 700,000 seedlings , restoring more than 435 hectares  of degraded land. Reforested Area 3. Chainsaw Buyback: Transitioning Livelihoods Chainsaw Buyback Addressing the root cause of illegal logging, ASRI operates a Chainsaw Buyback program, assisting loggers in transitioning to sustainable livelihoods. Since 2017, the program has helped 339 ex-loggers . Active loggers have transitioned into 8 business groups across 43 different business types, including agriculture, aquaculture, and retail. This approach is not about prohibition; it is about gently redirecting the inherent energy and talent of individuals toward new, viable opportunities that do not require the destruction of the forest. Today, more than 50 species  of wildlife have been identified returning to the reforested areas. Camera Trap - orangutan Camera Trap - native bird The Quiet Power of the Possible World ASRI’s work is a quiet yet profound demonstration that solutions are not about choosing one thing over another—survival or  the future—but about finding a creative bridge between them. Ideas are limitless; this is not a dead end. This is how we realize a Possible World. As a possibility catalyst , we offer the Possible World Experience (PWE) —immersive sessions designed for individuals/teams to explore, experience, and unlock their personal/team possibilities. When I learned about Febriani's story, a true exemplar of this creative bridge, I had to invite her to one of our sessions to share it. Though she didn't know she would participate in a world creation simulation —a main component of the session— her powerful narrative resonated deeply with participants, planting seeds of hope and inspiring new pathways for action. (A full report on the impact of this session is available here ). The world we inhabit is shaped by our mindsets and our actions. Let the feeling of "impossible" be the gentle prompt to look further. In this subtle shift of perspective, the door to the Possible World opens before us. The Possible World Experience What is the "Impossible" you are facing today? That boundary you feel is not a wall—it's a door. Join the Possible World Experience  to find the quiet signal in your limit, and begin forging the creative bridge to the world you know is possible. The Impossible is the Prompt: Find the Signal, Forge the Bridge. Explore Dates Every World is up to our Mindset and Actions. Possible World