I have been researching for a while the not-that-easy topic of ‘cognitive mental frames’ or ‘mental models’ that take over […]

We can measure anything. Vital things, rubbish things, relevant, secondary, soft, hard, anything. We have been told by the Wise […]

What is authenticity? For starters, a very nice word. One of these that we love to attach as a command: […]

First published in September 2018. An American educator said that children entered school as a question mark and left school […]

First published in August 2018. We are used to look at the cost of doing things. And rightly so. We […]

First posted back in January. Most of our organizational problems are behavioural. Structural answers hardly solve behavioural problems. Amalgamating A […]

First published in November 2018 If one thing has become clear after all these decades of management soul-searching for more […]

Socrates said. Or Plato said Socrates said. Socrates never wrote a word. He did not trust them. They were the […]

This is a question always  tempting leaders to give an answer. Eager to show that people will benefit, we spend […]

My mind is not for change. Look how strong I am. In the Brexit context, the discussion has often been […]

Space to reflect? Where is that? Are you saying we are not reflective? Don’t we have an intelligence? Are you […]

I know leaders who are obsessed with this: the systematic use of feed back between managers and staff, between people. […]

We are pulled to conform to the group, to participate, to contribute, to say something. Nodding is not enough. Taking […]

In this model, the employee (1) is an activist, (2) largely working peer-to-peer, and (3) progressing towards (if not arriving […]

Here is a ‘very novel’ concept. Employee Engagement is needed because… it’s good in and of itself. Because work enhances […]

This is model 4 of the series.  The concept is simple. Imagine that you, as an employee, are in reality an […]

(the series on Employee Engagement will continue later) Organizational dynamics are full of ‘default thinking’. We assume that some things […]

This is model 3 (but the 4th post, confusing!)  ‘The Cause’. Employees join forces to work on a Cause: green agenda, corporate […]

This is model 2 in the pack of 6 that I have described. There is a book, or two, and its […]

Model 1 of my 6 is what I call, ‘Air time’. It translates into: ‘we recognise that employees’ views are not properly […]