Negotiators sometimes exploit offence to manipulate opponents, provoking anger or indignation to gain leverage. While this can yield short-term gains, it often damages trust and backfires. Historical figures like Napoleon and Churchill used calculated insults, while modern cases—Trump, Musk—demonstr
Consensus decision making, while often praised for inclusivity, can suppress dissent, foster groupthink, and lead to suboptimal outcomes. The RBA's approach illustrates these risks, contrasting with the transparent
Crisis situations in organisations are inevitable, testing a leader's ability to maintain clarity of vision, balance tradition with innovation, and act with moral courage. Yet leaders must rise
True strategy requires deep analysis, clear choices, alignment, and continuous learning. Leaders must avoid vague goals and instead create actionable, coherent plans that drive real value and competitive advantage in a complex business environment. A case study of IKEA shows how this approached was
In organisational planning, hope often overshadows critical thinking and good ideas, with the allure of the next project always seeming like the 'fix' we should have implemented in
The ability to critically think through problems is invaluable yet challenging to master. Effective thinking saves time, reduces mistakes, and fosters innovation, but it's not a fixed skill.
The process of incremental improvements over time, inspired by the Japanese concept of *Kaizen*, has the capability to unlock enormous latent potential. It does this by emphasising the need to
The prevalence of overconfidence in decision-making, particularly in management, can lead to misguided strategies and inflated egos. Shifting focus from predicting the future to preparing for it and embracing rational
Context is king in the employment landscape when trying to effectively position for an unknowable future. Though work is about the organisation's interests rather than solely the employee&
A friend of mine often remarks, "I'm not always right, but I'm never wrong." This in a sense sums up the problem with the prevailing view about what 'being right' means. It preferences outcomes over inputs.
Although we cannot know what tomorrow brings, we can use a pattern recognition approach to lower risk and devise stronger strategies. This is because while it is nearly impossible for
The OODA Loop, developed by John Boyd, emphasises observing, orientating, deciding, and acting to make effective decisions rapidly. It challenges traditional conflict models and highlights the importance of agility and
