List

Corporate anthropology

  • Organizations wired wrong (1 of 5): desired outcomes mistaken as inputs. The case of ‘Engagement’

    Employee engagement is an outcome, not in input. You don’t inject engagement or engineer activities to engage. Those do exist. […]

  • Organizational Pathologies (and finally (!) 10 of 10): Empowerment as risk transfer (or the traffic of monkeys across the organization)

    This is the last one in the series  of 10 Organizational Pathologies, and the longest write up. Sorry! Bear with […]

  • Organizational Pathologies (9 of 10): Measure the measurable

    Attributed to Peter Drucker, we have inherited the ‘you can’t manage what you can’t measure’. Drucker meant that you need […]

  • Organizational Pathologies (8 of 10): Busy-ness

    Almost there, two to go. I have posted one pathology per day (see the website) Busy-ness! From all organizational pathologies […]

  • Organizational Pathologies (7 of 10): Useless over-inclusiveness

    Over inclusiveness paralysis occurs as a side effect of good intentions. The intentions are usually democratic, egalitarian, based on respect […]

  • Organizational Pathologies (6 of 10) : Processism and process junkies

    Processes are supposed to provide these three  things A sure and presumably tested path to address repetitive situations, so that […]

  • Organizational Pathologies (5 of 10): The company in rehearsal mode (or Waiting for The Barbarians)

    ‘Postponing’ (AKA as procrastination) maybe healthy and reasonable, maybe not. Cultures are created by behaviours. The best predictors of behaviours […]

  • Organizational Pathologies (4 of 10): (Auto) Immune diseases

    In medicine, autoimmune disease is one in which ‘the body produces antibodies that attack its own tissues, leading to the deterioration […]

  • Organizational pathologies (3 of 10) : Premature de-hierarchical-ization

    Hierarchy is dead, proclaim people in the advanced, enlightened, guru-read organization. Hierarchy is bad, ugly, cause of all problems, constraining, […]

  • Organizational Pathologies (2 of 10). Over-communication

    Communicate, communicate, communicate, we were told. All the problems go back to communication. This is your default culprit. In doubt, […]

  • Organizational Pathologies. An update (1 of 10): Solutionism

    Solutionism  is a common condition in which the energy and airtime of the organization is consumed in finding solutions to […]

  • Lazy managers love questionnaires

    No offense to questionnaires. These are legitimate tools to know what is going on! People may argue that in a […]

  • Hooked on tactics: from macro-social movements to inside the organization.

    As Dr Leandro Herrero is away, the Daily Thoughts will be taking a short “pause” this week. In the meantime, […]

  • Good leaders are a bit of corporate anthropologists, without the six months in Tanzania.

    Good leaders are a bit of corporate anthropologists. In fact, we are all exotics in the payroll. In my idiosyncratic, […]

  • Tribes in the organization: seeing the world in segments, one character at a time . The Big 40 (part 2 of 3)

    Exercise: take a piece of paper and put names next to each category. Use your organization or an organization you […]

  • Tribes in the organization: seeing the world in segments, one character at a time (part 1 of 3)

    This almost one year old Daily Thought has done the rounds of social media many times over!  I replicate it […]

  • The organizational structure vs what is really going on. Or the loneliness of an organizational chart.

    The snap short of the company as pictured in an organizational chart, is probably one of the most fictitious works […]

  • When I hear ‘this is a culture of consensus’, my Trouble Detector starts blipping

    Organizations can have the flu. And it can become epidemic. The epidemic of consensus is one. The conversation often starts […]

  • ‘Agency’ won the US election. Leaders of all sorts, politics and not, take note.

    “Agency’ is the word used in social sciences to refer to the ability of an individual to act and make […]

  • The birth of Behavioural Politics? (And Big Data has gone to the doctor for a check up).

    What is happening in politics is the equivalent of what has happened to Economics years ago. Economics was based on […]

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      Daily Thoughts

    September 27th, 2023

    Redefining Talent Wealth

    The war on talent McKinsey consultants started it with a book of the same title. By focusing on what it […]
    September 8th, 2023

    What I Learnt From The Monks: A Little Anthropology Of Leadership And Space On One Page

    My friends, monks of a Benedictine monastery in the Highlands, Scotland, spend most of the time in silence. I mean, […]
    August 23rd, 2023

    Can We Rescue DEI From Its Trap (The Label)?

    Most of the problems and challenges in organizations, together with most of the solutions, are behavioural in nature. It’s about […]
    August 10th, 2023

    Restructuring to force collaboration, is likely to create more anxiety than collaboration. Structural solutions for behavioural problems hardly work.

    Sometimes restructuring is done with the intention of solving a collaboration problem. ´A people´ don’t talk to ´B people´; if […]
    July 18th, 2023

    The ‘Impossible To Disagree With’ School Of Management

    ‘Good leaders have empathy, respect employees and set the example. If you want to change things, you need to have […]
    June 29th, 2023

    Large scale change is not small scale change repeated many times. Small wins repeated are lots of small wins.

    Large scale change, as a series of cascading small scale interventions (often under the philosophy of ‘small wins’) has dominated […]
    June 6th, 2023

    Culture change is not long and difficult. But we make it so…

    I suppose the question is how long is long and how difficult is difficult? In general, business and organizational consulting have […]
    May 19th, 2023

    Value is an overused term in business and, as such, it’s becoming meaningless

    Value, as usually used, means transactional monetary value. Usually it doesn’t mean intrinsic value, or value per se. For example, […]
    May 4th, 2023

    The importance of ‘critical thinking.’ Your own critical thinking is more effective at making your workplace better than any generic employee survey.

    Build your own Employee Engagement argument for free. You can’t go wrong. Here are three baskets full of concepts: Basket […]
    April 21st, 2023

    ´Busy-Ness’ Is A Trap

    I went to a big conference where I was introduced by the chairman like this: “Welcome everybody. Lovely to have […]
    April 14th, 2023

    Training and culture change. The love affair that ends in tears.

    It seems to be very hard for people to get away from the idea that if we just put individuals […]
    April 11th, 2023

    Teamocracies and Networkracies have different citizens: in-Habitants in team-work, riders in net-work

    The old view of the organization is something close to the old concept of a medieval city, where citizenship was […]
    April 5th, 2023

    3 Ways To Get Approval From Your CEO Or Your Leadership Team

    Way number 1: My team has developed these three options, A, B and C. Which one do you want us […]
    March 29th, 2023

    A Cheat Sheet To Create A Social Movement Tip = to shape organizational culture since both are the same.

    Mobilizing people. This is another of the Holy Grails (how many have I said we have?) in management. Whether you […]
    March 16th, 2023

    Critical Thinking Self-Test: A 10 Point Health Check For Your Organization And Yourself. If any of these are a good picture of your organization, you need to put ‘critical thinking’ in the water supply.

    Test yourself, and your organization. Do any of these apply? Doing lots, too fast without thinking. High adrenaline, not sure […]
    March 9th, 2023

    A culture of safety or a culture of training in safety?

    Cultures are created by behaviours becoming the norm. Safety is at the core of many industries. Significant budgets are allocated […]
    March 2nd, 2023

    Empowerment is an output. If you can visualize it, you can craft it.

    The real question is, what do you want to see happening so that you can say ‘people are empowered’? Employee […]
    February 24th, 2023

    A simple question will jumpstart your organization into change. It will also save you from months of pain spent reorganizing your people and teams.

    The following line will short-cut months of (building) ‘alignment’, integration, reorganization, team building, coalition building, and any situation in which Peter, […]
    February 20th, 2023

    Lead Via Peer-To-Peer Networks – If you don’t lead via peer-to-peer networks, you’re only driving your car in first gear.

    Peer-to-peer work, transversal, spontaneous or not, collaboration, peer-to-peer influence, peer-to-peer activities of Viral Change™ champions or activists, all of this is the […]
    February 7th, 2023

    Write a script, not a strategic plan

    If you care about the journey and the place, you need a story. If you have a good, compelling one, […]
    January 26th, 2023

    3 self-sabotaging mechanisms in organizations

    Organizations, like organisms, have embedded mechanisms of survival, of growth and also of self-sabotage. These are 3 self-sabotage systems to […]
    January 10th, 2023

    Who should be involved in culture change? All inclusive versus going where the energy is.

    Many times, in my consulting work, I find myself facing a dilemma: Do I involve many people on the client’s […]
    December 23rd, 2022

    Tell what won’t change – Introducing 1 of my 40 rules of change

    In any change programme that any organization wants to start, they will start by thinking of the things that they […]
    December 16th, 2022

    Scale It – Introducing 1 of my 40 rules of change

    When creating effective change in any organization, there are 40 rules that, in my experience, are the key between success […]
    December 5th, 2022

    Assets & Strengths Base – Introducing 1 of my 40 rules of change

    For more than 30 years I have been involved in ‘change’ in organizations. Again and again, some fundamental principles, and often […]
    November 25th, 2022

    Campaign It… is 1 of my 40 rules of change

    When you filter out the noise, when you try to extract the core, the fundamentals, those ‘universal rules’ of change […]
    October 31st, 2022

    Hybrid or not hybrid? That’s not the question…

    Culture is the new workplace If you want to have a conversation about the future of work, the nature of […]
    October 24th, 2022

    ‘Powered by Viral Change™’: A Social Transformation Platform for the organization of the 21st Century

    When we started to work on Viral Change™, as a way to create large scale behavioural and cultural change, and […]
    October 14th, 2022

    Corporate tribes, intellectual ghettos and open window policies

    We talk a lot about silos in organizations usually in the context of Business Units or divisions. But these are not […]
    October 7th, 2022

    Peer Networks are the strongest force of action inside the organization

    Peer-to-peer works, transversal, spontaneous or not, collaboration, peer-to-peer influence, peer-to-peer activities of Viral Change™ champions or activists, all of this is […]