On how people actually think and behave, as distinct from how organisational theory assumes they do.
44 essays
Six new names for old wounds. The 'psychological debt' said to accompany AI is neither novel nor peculiar to the technology—it is the perennial business of managing people through change. The first of five essays on what the diagnosis gets right, and what it conveniently overlooks.
The leadership literature, and the organisations that consume it, share an unexamined assumption about direction. Progress means ascent. One begins as an individual contributor, demonstrates competence, and is rewarded with
Most conversations about corporate governance begin with structure—committees, charters, the machinery of oversight. This one begins on the side of a dirt road in Nepal in 1999, and I
Most conversations about artificial intelligence and the product manager begin by asking whether the role survives. This one begins somewhere more useful: by asking what the role was ever actually
When the board itself becomes the obstacle to clear thinking, no governance code can save the company. On groupthink, pluralistic ignorance, and the difference between directors who serve the company and those who merely sit on its board.
What happens when the people charged with fixing an organisation are, in important respects, the architects of its current condition? In this episode of On the Subject of Leadership, I
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.
The Scribbler The Case for Friction0:00/615.7681× Good evening, and welcome to this edition of The Scribbler—a newsletter that circles one organisational problem until it shows itself.
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.
Facts are mute; their power depends on the credibility of those who present them. In organisations, trust shapes whether reports persuade or vanish into doubt. Reason often follows allegiance, not evidence, making ethos decisive. To improve decisions, leaders must treat trust as capital and judgment
Manipulative managers reframe harm as humour and deflect accountability by focusing on employee reactions. The dynamics of bullying, silence, and moral complicity can be unpacked and counteracted through a lens of wit and discernment, challenging leadership cultures that reward performance over inte
Silence in organisations isn't agreement—it's often fear, disengagement, or quiet resistance. Exploring defensive silence and quiet quitting, the piece argues that leadership must move beyond authority toward real consensus. Listening for what's not being said is essential for trust, effective decis
Negotiators sometimes exploit offence to manipulate opponents, provoking anger or indignation to gain leverage. While this can yield short-term gains, it often damages trust and backfires. Historical figures like Napoleon and Churchill used calculated insults, while modern cases—Trump, Musk—demonstr
Rewarding effort can motivate, but overdoing it breeds entitlement, inefficiency, and burnout. Tying rewards to outcomes, strengthening intrinsic motivation, and favouring collective achievement helps balance effort with excellence and sustain a healthy organisational culture.
Empathy strengthens leadership by building trust, respect, and belonging. It supports fairness, psychological safety, and better decisions. Though it risks burnout, empathy remains essential for ethical, resilient, and sustainable organisations.