Managers and leaders are partly responsible for management fads that aren’t appropriate responses to complexity. But governments and research institutions can actually be the primary drivers of these fads.
A complex system can only be understood by understanding the small particular parts of day to day interaction. In order to do that, we have to engage people.
Intervening in one part of a complex system can fail to successfully address a problem, or have unintended consequences in another part of the system.
The story spine is a remarkably useful way to think about stories, and can be used in an organisational context.
Conservation activist views of the 2000-2004 Queensland land clearing campaign demonstrate outcome bias and hindsight bias.
An example of an “unknown unknown” – something we don’t know that we don’t know. But there are unknown unknowns that can and should be known.
Unfortunately it’s not just aviation and medicine that are experiencing life-threatening problems at the complex interface between technology and people.
Boeing didn’t achieve the right balance in the situational awareness knowledge challenge. But how could this be, when Boeing has a much-lauded knowledge management (KM) program?
Boeing’s fatal 737 MAX crashes highlight the challenge of achieving the right balance between too much and too little information.
Just what it is that makes Xiaomi’s approach so effective?