Essays on the intellectual currents that influence how we think and work: philosophy, culture, language, and the often-unexamined ideas that structure everyday decisions.
93 essays
I went into this conversation expecting to press a guest on whether universities are becoming trade schools. He declined the question and gave me a better one — about trust, regulation, and the difference between being consulted and having authorship.
My guest this week is Professor Alistair Noble, President of Nan Tien Institute, a small independent higher education provider near Wollongong grounded in Buddhist values.
My guest this week is David Harvie, Director of Wholesale Distribution at AUSIEX, a wholesale broker serving financial advisers and institutions, and the founder of DADBODZ, a health venture for time-poor fathers.
Most conversations about artificial intelligence and the executive begin with a number that refuses to move. For the better part of a decade the surveys have promised imminent transformation; for
A score creates an owner, a dashboard, a target, and a budget—everything except an improvement in the condition it measures. The second essay in the Prior Obligations series examines what happens when 'psychological debt' becomes a number, and which way its arrows actually run.
Australia already has the machinery for real accountability—Hayne's findings, the Financial Accountability Regime's own published design, et al. What it lacks is the will to switch it on, because the people who can are the very people it would bind. On the law we possess but struggle to use.
The demand to measure the return on our ethics is not a problem to be solved but a symptom to be read. On why pricing virtue corrupts it—and why a firm that can measure the return on its integrity has already begun to spend it.
The fraud doesn't end at appointment—it must be maintained. The people best placed to name it are the people whose interests depend on not naming it. Part two of two on who keeps the corporate con moving, and the one question that stops it.
Boards keep hiring the executive who says yes. An entire market—search, remuneration, coaching, consulting—now manufactures the corporate saviour and has no mechanism for telling the truth about what he can deliver. Part one of two on the fraud that begins at appointment.
The disruption industry treats breaking things as proof of seriousness. Edmund Burke—reformer, not reactionary—offered a corrective two centuries ago: most transformation programmes destroy more than they build. The best leaders renovate, not demolish.
Every organisation has one. Twelve boxes, each promising to reduce leadership to something measurable and trainable. The framework is everywhere—and it is wrong in a more fundamental sense than you might think.
Most directors believe they want candour from their CEO. Most CEOs believe they provide it. Both are usually wrong. What Thucydides understood about Pericles, and what the research on boardroom silence confirms, explains why the gap between what is said and what is true keeps widening.
A practical method for how to turn AI into a thinking partner—surfacing assumptions, testing arguments, and strengthening decisions through disciplined cognitive friction.
AI makes language effortless—but thinking is done best when it is effortful. Thus, beware the “chat trap”: how casual use of generative AI can quietly soften judgement by replacing framing, definition, and trade-offs with fluent prose.
Metacognition is the discipline of noticing—and revising—your thinking in real time. It sharpens judgement, steadies emotion, and turns debriefs and assumption checks into a practical system for better decisions.