Narrow Band Comprehension (NBC) illustrates a significant cognitive and organisational challenge, limiting both individual and collective performance through selective understanding. By fostering a culture that promotes comprehensive engagement, integrating holistic
Adopting a custodian mindset in management emphasises responsibility and stewardship over ownership or personal agendas. This approach fosters employee autonomy, ethical leadership, sustainable resource management, and organisational agility. Practical applications
In today's virtue signalling work environment, busyness often masquerades as productivity. Many tasks are non-essential, leading to a sense of being unfulfilled and exhausted. To combat this, strategies
The expression "they don't know what they don't know" reflects the challenge of unawareness and overconfidence in leadership. Managers unaware of their limitations risk
While a fixed mindset can lead to toxic workplace behaviours and stagnation, a growth mindset tends to foster empowerment, collaboration, and innovation. Misconceptions regarding growth mindset include equating it with
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
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
Experience, not computational ability, is predictive of susceptibility to the sunk cost fallacy. Reframing negativity as pragmatism and using organisational experience are key to avoiding sunk cost traps. Hiring for experience and strategic planning are essential in cutting losses and avoiding futur
Unlike the neat conclusions found in many of the articles already produced on the topic, or as *common sense* would suggest, it is not so simple as 'just cut your losses'. Therefore, the question remains: when a line manager or Board has a program where the costs are outweighing the benefits, why do
Structural and qualitative criteria can be applied in analysing employee interactions to answer: Are the people in my team effective informal leaders or merely highly social people building their brand?
Informal leadership is most effective when conducted with a small number of closed ties (involving three people) and a mix of friendship- and task-orientated activities. When the ties are open (involving only two people) or become too numerous, informal leadership begins to break down and can hinder
You can have high performing teams with deep hierarchies, so long as there is an open model to knowledge access. But when knowledge hiding goes on, hierarchies tend to erode team performance.
