In this conversation, Jardena London—an Agile practitioner and author—discusses the concept of creating “soulful” organizations. Drawing on her background in software development, Jardena noticed that the real challenges weren’t purely technical; instead, they stemmed from how people and teams work together.

She highlights three core conditions for soulfulness in any organization:

Dignity – Ensuring people are treated with respect, rather than being forced to earn basic self-worth through work.

Creativity – Making space for genuine problem-solving and innovation, as opposed to purely transactional or process-driven work that drains energy.

Human Connection – Fostering collaboration and openness instead of merely relying on rigid handoffs and “automated” communication.

Jardena contrasts these elements with environments that “crush the soul,” where strict processes, ego-driven leadership, or lack of trust discourage creativity and honest dialogue. She believes leaders have a key role in setting conditions: by becoming more self-aware, staying curious (especially in high-stakes situations), and listening actively, they can reduce friction and remove obstacles for their teams.

From an organization design perspective, Jardena advocates looking at formal structures, processes, and policies—like budgeting or performance reviews—and asking how they might be unintentionally stifling dignity, creativity, or connection. Then, leaders should revisit the original purpose of these processes and rebuild them in ways that restore or enhance soulfulness.

Ultimately, Jardena’s message is that while efficiency and outcomes matter, they are achieved more sustainably when leaders and teams operate with humanity at the forefront—creating organizations where people’s energy and creativity can flourish.