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
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
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.
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 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
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?
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.
The challenges in creating psychological safety are in some ways more complex for managers because they not only need to lead the process, but also lead themselves in the initiation of the process.
Going against the grain may make people feel unsafe, yet it is through this process that true psychological safety is ultimately achieved — because people feel safe to feel unsafe and to challenge the status quo.
As our adaptability mindset strengthens, resilience will also improve because individuals and teams are better equipped to absorb shocks today and use the energy to bounce forward into sustainable growth tomorrow.
