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
Complex systems, by their nature, generate a tangled web of connecting causes and effects. So it’s surprising how often solutions aimed at fixing root-cause issues come down to a binary choice: do ‘X’, or don’t do ‘X’. Both can seem necessary—the classic dilemma. So what’s the way out?
All models are wrong. By definition, they simplify reality. The map is not the territory, but sometimes it’s exactly what you need. Imagine if you could isolate the root causes of problems in your organisation and map their connections on a single page.
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?
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.