No doubt you have heard of groupthink, how the desire to conform – so a group remains of like-mind – can lead to poor decisions. There is another phenomenon at play that I call organisation think, through which the culture of an organisation influences HOW a decision is implemented. The effect of organisational culture on
Organisations need to embrace uncertainty because of the Uncertainty Paradox, which states that the only certainty is uncertainty. No one can predict the future. This is the first concept I explore in my new book Risky Business: How Successful Organisations Embrace Uncertainty. The most successful organisations learn to systematically confront and get comfortable with uncertainty.
It’s time we did something about the persistent perception of risk as a compliance function. Something that is done to keep the board, the audit and risk committee or a regulator happy. Another task in addition to running a successful organisation. STOP. Before you decide that risk is valued in your organisation – ask yourself
Thought I’d end the year differently because it’s the year of differences. Here is a VLOG instead of a BLOG… enjoy!
Dogged inaction by leaders when staff raise issues is one cause of organisational silence (which I wrote about last week), and ultimately causes the destruction of psychological safety. Dogged inaction is what happened to the Department of Immigration and Multicultural Affairs around the immigration detention of Cornelia Rau which lead to the 2005 Palmer Report.