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
Governance requires capabilities from managers to address the link between risk, strategy, and culture. Embracing a governor-manager approach, involving all levels of an organisation, can manage risk effectively and establish legitimacy.
Responsibility for the governance of organisational culture needs to be extended beyond the Board and ELT to middle and lower management so that they can collectively and individually model desired characteristics.
The essence of governance lies in the distribution of responsibilities and rights among stakeholders, impacting all organisational affairs — including decision-making procedures and rules. Through historical and contemporary perspectives, corporate governance has evolved to encompass broader societa
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
You can compare these techniques in meetings with people who, ironically, are not trying to sabotage the company but think their approach a good way to run effective meetings.
In passing off the thinking of others as our own, we fail to invoke the discipline essential in critical thinking. The most effective antidote to this is a crisp document, 'written with such clarity that it's like angels singing from on high', followed by a messy meeting in which people can robustly
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?
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.
