June 2020

• The organizational structure vs what is really going on. Or the loneliness of an organizational chart.
• 10 reasons why leaders need to focus on the (unmanaging of the) informal organization
• Teamocracies and Networkracies have different citizens: inhabitants in teamwork, riders in network.
• The obvious but overlooked fact that connectivity and collaboration are not always good.
• Individualism and collaboration are contagious. This is not news, but some experiments may explain how
• Why have we sterilized management? 
• An audience is not a community. A community is not a team
• ‘I told them once; they didn’t understand. I told them twice; they didn’t understand. I told them three times … and I understood’
• Scientism is taking over management, so garbage gets measured and saved in pie charts.
• Culture change is not long and difficult. This myth is self-perpetuated. This emperor has no clothes. The emperor is freezing.
• Change management theories have only interpreted the organizational world. The point, however, is to actually change it.
• Individual change does not precede social change.
• The tragedy of corporate shallowness. A call to wake up
• ‘What if the problem is me?’ An uncomfortable, key question for leaders
• No more change please, we need change-ability.
• Social media is a colossal echo chamber where all cognitive processes are surrendered to one single driver: confirmation bias.
• Proposed new management competency: deprogramming
• 8 hard arguments on culture for people who think this is fluffy, woolly, soft stuff
• Change is social, doing it together, a praxis.
• Framing is a leadership must (1 of 3): your mini-revolution starts with simple behaviours.
• 3 self-sabotage mechanisms in organizations
• Non-magic: what is the latest intelligence and new data? Magic: what’s the story?
• Getting things done: ‘Relationships’ vs. ‘Structures’
• When managing an organization’s internal complexity, is a greater problem than managing the complexity of the environment.