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Structural answers to organizational problems are very unlikely to succeed. Division A people don’t collaborate with Division B people, so […]
Would you join a Facebok with 100 users? A Yammer with few entries? A Twitter where only a few tweets? […]
Learning from mistakes, make mistakes, learn, it’s OK, mistakes are OK, we are human, if we did not make mistakes […]
Toxic people. A sample. The top 12 to watch: The bully who is not challenged The bully who is not […]
Yesterday was International Receptionist Day. Perhaps it was buried in a myriad of International Days of Something. But the receptionist […]
Read. Take a deep breath. Read again. Keep breathing, think about this. ‘The system will prevent itself from solving the […]
New organizations, and old ones in the business of transforming themselves, would be better off learning by heart these two […]
My third framing comment, after (1) framing new behaviours, and (2) the framing of the overall narrative of the organization, […]
I said yesterday that I would put framing at the top of the list on ‘leadership tasks’ I also said […]
I put framing at the top of the list on ‘leadership tasks’. One of those non-rocket-sciences around us that we […]
We never solve problems, we trade them off. The thought is not depressing. It is liberating because it means we […]
If I had a say in new roles for large organizations, I think I would establish this new Division: VP […]
If you follow my Daily Thoughts you would know that I despise Employee Engagement as something that you need to […]
When my daughter was in primary school, I was invited by the teacher to give a presentation to small girls […]
No medium to large size company has a single culture. No medium to large size French, or British or American […]
Affinity, like-minded groupings and ‘we know each other very well’ works if what you want is to get things done, […]
Our concept of organizational culture as a receptacle for values, beliefs, attitudes, mindsets, ways of doing, written rules, unwritten rules, […]
An 18 year old paper in social anthropology by Marilyn Strathern (then at Cambridge) had the intriguing title of ‘The […]
Employee engagement is an outcome, not in input. You don’t inject engagement or engineer activities to engage. Those do exist. […]
I sometimes think that management thinking, management speak and management education (that includes ‘research’) makes everything possible to avoid critical […]
