Ever wondered why some organisations just seem to get it right while others lag behind? It’s not just about strategy or tech; it’s about collective assumptions and beliefs.How is your organisation curating its shared assumptions and beliefs?

Dive into the fundamentals of Organisational Psychotherapy and learn how these shape your organisation’s destiny. Intrigued? Find all the juicy details in our blog post, “OP 101: The Core Essentials of Organisational Psychotherapy.”

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Ditto, your employees, your customers.

Given the time it takes to develop such skills to the point where they become useful to clients and employers, when do you start ramping up new skills in anticipation of emergent demand for them?

Especially when some new skills area suggests a sea-change from your existing skill set and comfort zone?

Or maybe you’re just accepting of increasing irrelevancy and declining rates of pay?

*Also applies to other genders.

This is my DeLonghi four slice toaster. It’s been doing sterling service in my kitchen for the past seven years. If you’re looking for a toaster, you could do a lot worse.

Only last week I (finally!) discovered the “bagel” button. Which turns off one element in each slot so as to toast only one side of a bagel, burger bun, etc.

What’s this anything to do with employees?

It strikes me we often treat employees like I have treaded my toaster. We overlook some of the things they can do, really useful things, through familiarity and/or lack of attention. Their talents in some areas go begging because we’re habituated to seeing them in only one light. We succumb to the functional fixedness bias (not limited to objects, methinks).

Aside: FWIW I’ve never used the “defrost” or “reheat” buttons either. I guess my toaster is currently quietly looking for a new, more appreciative boss.

System 1 (Cf. Kahneman) definitely rules. RIP Curiosity.

Yes I said years ago I wouldn’t be returning. And I have not exactly returned. Judge me as you will.

I’m now one of the folks tweeting on behalf of The Quintessential Group. Twitter handle: @AlienTechGroup

Tweeting about The Group and all things Alien Tech and Quintessential.

BTW Also on LinkedIn – in person and as The Quintessential Group.

Maybe we’ll see you out there?

I’m always amazed by the time it takes folks to get even the simplest of things done.

It’s like they’re being paid by the hour, or something. Even when they’re not.

And that’s before we even mention gold-plating.

Hardware design / development has had Muntzing since the 1940’s. How about importing the idea into software design / development?

Could this facilitate the spread of #NoSoftware?

Or are programmers too self-indulgent to cut out much of their crap?

After all these years, I still love coding (as in writing software).

It’s just that it’s tainted by the certainty that there’s so many other more effective ways of adding value and meeting folks’ needs.

Spending time coding feels so… self-indulgent.

It’s the relationships within communities or groups that matter.

Although, certain kinds of structure are more friendly towards enabling relationships to emerge and grow.

Where do these inanities and insanities come from? What are the causes? If we can understand the causes, perhaps we CAN do something about them?

This is an underlying premise of Organisational Psychotherapy. OP posits the cause to be the collective assumptions and beliefs of the organisation. And the remedy? Surfacing those assumptions and beliefs and providing everyone, collectively, with opportunites to reflect on them.

Are you piqued by your organisation’s inanities and insanities? How do they detract from your aims, ambitions and success? Would you be interesting in looking into a remedy?

And while we’re at it, how about we swap out the idea of “working” for “playing”? #DoNothingThatIsNotPlay #SeriousPlay #Schrage