When corporate messaging detaches from operational truth, it becomes performative and ethically brittle. Leaders risk symbolic overreach, middle managers amplify unreality, and organisational silence sets in. The application of ethics and discernment offers a way to tether narrative to fact, reward
The Monty Hall paradox reveals a deeper truth about management: sticking with a failing strategy isn't brave—it's bad judgment. When new information changes the odds, smart leaders pivot. Whether it's dodging the sunk-cost fallacy or resisting the fear of looking inconsistent, knowing when to switch
The blank slate approach to management is when managers indiscriminately challenge existing practices, leading to inefficiency, frustration, and a blame culture. Instead, organisations benefit from appointing competent, sensitive leaders who ask insightful questions, remove blockers, and respect org
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
