Thoughts and ideas
Join my monthly newsletter to explore how systems thinking is applied to business strategy and change in real organisations, with its wins and losses and the continuous effort to develop the practice.
Fooled by certainty
AI brings all the data we want into a decision. But with every interaction, it buries our mental models a little deeper and narrows the perspective that makes our strategic decisions valuable. AI rarely pushes back on the frame we bring, and its errors sound as convincing as its correct answers. As leaders, we remain responsible for what we decide.
Leaders’ Solitude Dilemma
Leadership literature often overlooks the solitude and pressure leaders face. They make critical decisions with sensitive information, risking their careers and companies. Organizational structures, like Taylorism and specialization, create knowledge silos and mistrust, forcing leaders to bear ultimate responsibility alone. This isolation stems from factors like the burden of responsibility, experience deficits, and fear of showing vulnerability, hindering collaborative decision-making.
Followership: What We Can Do to Protect Ourselves from Pseudo-Leaders
Can we reduce our dependence on leadership by developing our followership in such a way that we can take the best from partnerships with exceptional individuals while avoiding mediocre ones capturing our social, work and political lives?
From leadership to collective leading functions
The idea of a leader with exceptional qualities to create a vision that inspires others to work together, with excellent strategic and decision-making skills, and being aware and resilient sounds like a superhero character more than a real person.