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 […]

Over the next 7 days, we wanted to revist a series of posts from 2017, exploring the important topic of […]

In yet another experiment by Nicholas Christakis team (see previous Daily Thought on mistakes by robots!) they tested the power […]

Being open about mistakes, own mistakes, team mistakes, has always being considered a driver for trust. If I as leader […]

First published October 2018 If you love KPIs, here is one. The attractiveness of your (corporate) function is defined by […]

First published back in 2016 Plato told us in his Symposium that humans were originally androgynous, not men or women. […]

First published in November 2017. This is the request we make at the beginning of a Viral Change™ programme. Forget […]

First published September 2018 Also called get out of the room and don’t interfere. Also asking the question ‘may I […]

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

Don’t look at us, at the leadership at the top. We are the wrong mirror. Of course, we are committed […]

Every year I review the version of this list and share with my community. Here is again, 2019 mode, with […]

The unwritten rules of the organization tell you more about its culture than all powerpoionts of its leadership programmes. The […]

There are many versions of the same principle. We spend disproportionate amounts of time on issues. We often have deep […]

David Brooks, columnist of the New York Times and author (too conservative for the liberals and too liberal for the […]

Organizational life can go on, driven by management, without asking people about their motivations. These are assumed in a rather […]

Bottom-up is not more (of the same) workshops but at the bottom of the organization. Changing the geography of top-down […]

The ‘critical mass’ concept, as the number of people required to move forward, to change collective behaviours, to see a […]

The Free Rider problem is studied in social sciences and refers to people who benefit from a collective (mainly public) […]

Increasing the connectivity of people, who will benefit from enhanced collaboration ,to achieve good things better, faster, differently, is a […]