Business is and has always been a reflection of and a transmission vector for the culture of its age. Business in our age is increasingly infected by what the evolutionary psychologist Gad Saad calls “idea pathogens”. If those of us in the world of business don’t dare to speak freely and give expression to heterodox
Many organisations confuse their goal with their vision, mission or purpose. When I help my clients define their goal, I specifically ask for an answer of at least how much by no later than when? It’s not a target, but rather a bearing with two coordinates. If you can make more, sooner, then why not?
How structured is your thinking? No less a figure than W Edwards Deming made the theory of knowledge one of four pillars in his System of Profound Knowledge. And yet, in my experience, very little structured thinking goes on in our modern workplaces.
Our evolution has been a constant struggle to find the balance between the chaos of primordial nature and the order of cultural development. As a species, our primal wiring is to fear the unknown. But nothing remains the same, and all things must pass.
Recently, I wrote about Asset Constraint Management and the capabilities required to achieve remarkable results. None of that will amount to much if you don’t encourage a systems thinking mindset with behaviours to match. Systems thinking is at the heart of what we do, encapsulated in our mantra: ‘know the whole, focus on the constraint’.
The first two parts of our series on storytelling focused on the overarching narrative: the big stories we tell ourselves. In this final article, we look at smaller stories—the kind we tell every day—which can add up to a shift