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Exploring Shared Assumptions and Beliefs with the Help of an AI Chatbot

March 27, 2024
Actionable Insights, AI, Alien tech, Article, Business, Chatbots, Collective psyche, Conversations, Dialogue, Improvement, Leadership, Memeology, Organisational effectiveness, Organisational Therapy, Quintessence
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Exploring Shared Assumptions and Beliefs with the Help of an AI Chatbot

Introduction

As businesses strive for innovation and growth, they often find themselves running up against unseen barriers – ingrained ways of thinking and behaving that can severely limit their ambitions and ability to adapt. In many cases, these constraining (shared) beliefs and assumptions live under the surface, making them extremely difficult to identify and uproot.

This sample dialogue (below) aims to illustrate how engaging with an AI chatbot like Claude can provide a fresher, more impartial perspective to help bring those unconscious blockers into the light. By asking probing questions and suggesting reframes, an AI can serve as a cooperative thinking partner to explore the root causes behind an organisation’s collective blind spots.

Let’s take a look at how this conversational process might unfold:
(Note: this is an actual dialogue generated by ClaudeAI)

Overcoming Organisational Blind Spots: A Candid Dialogue

Are Collective Mindsets Holding Us Back?

Business Team: We’re really struggling as a team at work. Our growth and innovation have hit a plateau, and we can’t seem to get over this hump. We feel like there are some underlying assumptions or beliefs that we all unconsciously share that are limiting our thinking, but we can’t quite put our finger on what they are. Any thoughts?

Claude: That’s an insightful observation. Could you elaborate on the areas where your team has faced repeated roadblocks or struggled to adapt? Have you noticed any patterns in how new ideas get instantly dismissed or shut down?

The Perils of Risk-Aversion

Business Team: You know, now that you mention it, we do tend to instinctively shut down ideas that seem too ambitious or radically different from our current model. There’s an assumption that taking big swings is too risky and that we’re better off sticking to incremental innovations.

Claude: I see, so there seems to be an excessive aversion to risk-taking that could be crippling your team’s ability to innovate more boldly. Where might this belief originate from? Perhaps past failures that bred excessive caution within the team?

Overconfidence from Past Successes

Business Team: And you’re right, we may be overly reliant on past glories and successes rather than pushing for true disruption these days.

Claude: Overconfidence and complacency from previous successes is a common pitfall for teams. Have you explored where those constraining beliefs originated within your group? Sometimes they start from overcorrecting after a past failure. Or they take root from excessive short-term focus and risk-aversion in decision making over time.

Business Team: You’ve hit the nail on the head. We can trace the risk-aversion back to a few high-profile product launches that failed a few years ago. And the reverence for our old products stems from the founders still being closely involved, constantly reminiscing about how we initially disrupted the market.

Shattering Ingrained Narratives

Claude: Those do seem like major sources of the limiting beliefs constraining your team’s thinking. But how can you start dismantling and changing those ingrained narratives collectively? Here are some suggestions:

  1. Make the limiting beliefs explicit and discuss them openly together as a team. Bringing these unconscious biases into the light is key.
  2. Have you analyzed instances where those beliefs caused you to miss opportunities and calculated the cost of leaving innovation on the table as a group?
  3. Could you find examples of competitors or companies in other industries who have succeeded by doing the opposite – embracing risks, continuously reinventing themselves? Study how they cultivated a different organizational mindset.
  4. Implement structural changes to counteract the limiting beliefs. For instance, explicitly weighing the cost of inaction, having an “innovation ombudsman” role, or celebrating failed experiments more than static successes.
  5. Bring in fresh perspectives through new hires, industry experts, or even customers who can challenge the status quo assumptions.

The ultimate ambition might be to make curiosity, experimentation, and an appetite for disruption core cultural values for your team and organisation.

Business Team: This is immensely helpful. We have a much clearer picture now of how to diagnose and deliberately shift our unhelpful collective beliefs as a team. Change starts by bringing those unconscious biases into the light through open discussion. We really appreciate you laying out such a detailed framework – we’re energized to start implementing these ideas right away.

Bringing in an Organisational Psychotherapist

Sometimes, even with the best intentions, it can be extremely difficult for a team to identify and overcome their own deep-seated collective assumptions and beliefs on their own. This is where bringing in an outside organisational psychotherapist can be invaluable…

By prompting deeper reflection, offering new perspectives, and designing tailored interventions, an experienced organisational psychotherapist or AI assistant can catalyse the crucial process of surfacing and reflecting upon an organisation’s dysfunctional beliefs and narratives.

While working with a human expert may ultimately be advisable for any complex organisational transformation, this dialogue demonstrates how an AI like Claude can provide a potential first step. Through probing inquiries and analytical detachment, an AI chatbot can shed light on the obscured mental models that might be unwittingly obstructing an organisation’s path to greater innovation and growth.

The Corporate World’s Superficial Psychology

March 26, 2024
Article, Business, Capability development, Culture change, Improvement, Joy, Leadership, Organisational effectiveness, Psychology, Quintessence
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The Corporate World’s Superficial Psychology

Businesses Ignore Deming’s Call for Real Behavioural Insight

W. Edwards Deming, the pioneering management thinker, strongly advocated for businesses to develop a deeper understanding of psychology in order to optimise systems, drive improvement, and bring joy and pride in work to the workplace.

“Understanding psychology, the study of human behaviour, is the key to managing people.”

Deming wrote. Yet decades after Deming’s teachings, most businesses remain woefully ignorant about true human psychology and behavioural drivers.

The Superficial ‘Pop Psych’ Fixation

Instead of delving into substantive research from psychology, cognitive science, and behavioural economics, the corporate world tends to favour simplistic “pop psych” maxims and heuristics. Businesses love to tout the latest bestselling books promoting ideas like “positive thinking”, “grit”, “growth mindsets”, or “mindfulness” as the secrets to better employee engagement and productivity. Consultants peddle pseudoscientific personality assessments built on shaky Jungian foundations. Corporate training programmes regurgitate self-evident platitudes about “emotional intelligence.”

Human Behaviour Is Central to Everything

This cavalier dilettantism toward psychology is concerning because human behaviour is central to every aspect of an organisation – its culture, management practices, teamwork, decision-making processes, innovation, marketing, you name it. If companies fail to rigorously study and apply research-based behavioural insights, they are effectively driving blind.

Ignoring the Science of Human Behaviour

Psychology is a legitimate field of science that has produced a wealth of empirical findings on human cognition, motivation, bias, social dynamics, and more. And not just academic theories, but proven applications in areas like user experience design, behaviour change, survey methodology, and marketing. Ignoring this body of knowledge is akin to an engineer neglecting physics or materials science.

The System of Profound Knowledge

Deming admonished that businesses must take a fundamentally different view of work, one focused on understanding systems holistically – including the human dimensions and variation. Yet even today, businesses tend to fixate on simplistic notions like employee incentives, traditional hierarchies, coercion, and other regressive pop psych-led management dogma. They give short shrift to the scientific realities of how people actually think, feel and behave.

A True Commitment to Understanding People

Of course, as Deming taught, psychology alone does not automatically confer excellence in management. It requires a coherent philosophy, sustained practice, and an unwavering commitment to continual learning, all of which many businesses still lack. But grasping human behaviour remains a crucial foundational layer.

For companies to truly embrace people-centric management as Deming advocated, they might choose to move beyond gimmicky pop psych trends and selective, self-serving interpretations of research. They may, instead, choose to dive deep into the expansive knowledge base of rigorous behavioural science – including the inconvenient truths it reveals – and apply those insights in thoughtful, judicious ways. Only then can businesses hope to make substantive and lasting improvements. Of course, improvement of any kind seem decidedly out of favour at the moment.

What Are You Missing Out On?

March 22, 2024
Article, Business, Capability development, Collective psyche, Culture change, Improvement, Innovation, Joy, Leadership, Management, Memeology, Organisational effectiveness, Organisational Therapy, Paradigm shifts, Quintessence
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What Are You Missing Out On?

In any organisation, the beliefs and assumptions that everyone holds in common can have a profound impact on culture, productivity, and overall success. By neglecting shared assumptions and beliefs you may be missing out on harnessing the power of aligning them for optimal performance. But what exactly could this approach unlock for your organisation?

For Executives and Senior Managers

Shaping the Organisational Mindset

As a leader, you set the tone for the entire company’s culture and worldview. However, failing to examine and actively shape the company’s ingrained assumptions can lead to misalignment and hinder performance. Organisational psychotherapy illuminates existing belief systems – a.k.a. the collective mindset – and provides means to cultivate an organisational mindset centered on the things that matter to you, and a unified vision for success.

Transcending Limiting Assumptions

Over time, organisations develop deep-rooted assumptions that act as invisible shackles, limiting innovation, adaptation and achievement of goals. You could be missing out on breaking through these limitations by not exploring the underlying group psyche. Organisational psychotherapy techniques identify and reframe constraining assumptions, allowing you and your peers, and your workforce, to operate from an empowered, possibility-focused perspective.

For Middle Managers

Bridging Misaligned Beliefs

In the pivotal role of middle management, you navigate the shared assumptions of both leadership and frontline teams. Unaddressed, differing beliefs between groups can breed misunderstanding and hinder synergy. Organisational psychotherapy provides a framework for uncovering disconnects and fostering more cohesive, aligned assumptions across all levels.

Fostering Trust and Psychological Safety

Highly effective teams are built on a foundation of trust and the ability to take interpersonal risks. You could be missing out on this key ingredient if psychological barriers rooted in distrustful and deleterious assumptions remain unaddressed. Psychotherapeutic interventions help everyone examine and reshape beliefs around vulnerability, conflict, and collaboration.

For Technical Workers

Unleashing Pioneering Thinking

For technical roles requiring cutting-edge solutions, limiting assumptions around “how things are done” stifle innovation. You may be missing out on radically more effective approaches by not exploring and expanding your team’s collective assumptions about e.g. what is possible. Psychotherapy illuminates blind spots and reframes beliefs to open minds to truely different thinking.

Fostering Knowledge-Sharing

In highly specialised technical domains, knowledge-sharing is critical but often obstructed by entrenched assumptions of competence hierarchies or domain territoriality. Organisational psychotherapy provides means to surface and reflect on these counterproductive beliefs, instead opeing the door to assumptions that celebrate joyful work, collaborative growth and learning.

Summary

Embracing organisational psychotherapy unlocks an often-overlooked yet powerful source of competitive advantage – the shared assumptions and beliefs that underpin an organisation’s culture, communication, and performance. By neglecting this dimension, you may be missing out on by not giving organisational psychotherapy serious consideration as a powerful tool for your toolbox:

For Executives and Senior Managers:
The ability to purposefully shape an organisational mindset aligned with your shared vision and strategic objectives. As well as the opportunity to transcend limiting assumptions that constrain innovation, adaptation, and achievement.

For Middle Managers:
A framework for bridging misaligned beliefs across levels that breed misunderstanding and hinder synergy. And fostering a bedrock of trust and psychological safety that enables teams to take interpersonal risks and collaborate effectively.

For Technical Workers:
Unleashing pioneering, radically different thinking by reframing beliefs around “how things are done.” And cultivating knowledge-sharing by dispelling assumptions of competence hierarchies and domain territoriality.

At every level of an organisation, insidious assumptions and beliefs can act as unseen forces, obstructing potential and stalling progress. You could be missing out on dismantling these forces and instead harnessing the power of shared vision, alignment of mindsets, and collaborative beliefs.

Organisational psychotherapy provides the insight and means to illuminate, examine, and reflect on the collective beliefs and assumptions influencing your organisation’s culture and performance. Is it yet time you explored how to unleash this underutilised power and stop missing out on achieving new heights of success?

The Counter-Cultural Guide to Business Management

September 14, 2023
Alien tech, Article, Business, Culture change, Leadership, Management, Memeology, Organisational effectiveness, Quintessence
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The Counter-Cultural Guide to Business Management

Are you stuck in the rut of conventional business practices and stale boardroom jargon? Is it time to shake things up? Discover why embracing your inner rebel could be the game-changer your business desperately needs.

Why Be Counter-Cultural in Business?

If you’re reading this, chances are you’re tired of the status quo in business management. I get it. I’m tired too. The well-trodden paths often lead to stale results. So, let’s talk about why being counter-cultural isn’t just a lifestyle choice but a business imperative.

What’s Wrong with the Status Quo?

We’ve all been there, sitting in a board meeting, listening to the same jargon. Synergy. Leverage. Scalability. Blah. Blah. Blah. These buzzwords are often bandied about without much thought. They’re safe. They’re conventional. But does following the crowd actually add value? I’d suggest, not really.

How Can Counter-Culture Help?

Being counter-cultural in a business setting doesn’t mean you should throw all caution to the wind. It’s not about being reckless but rather about thinking differently. Challenging the status quo can lead to innovation. For example, rejecting the standard 9-to-5 workday could lead you to explore more flexible work arrangements that can, in turn, increase productivity and employee satisfaction.

What Are the Risks?

Now, taking a counter-cultural stance isn’t without its risks. You’ll face resistance, both internal and external. People are comfortable with what they know, and change is hard. But remember, nothing ventured, nothing gained. The risks are often outweighed by the potential for revolutionary change.

How to Make the Leap?

If you’re convinced that counter-culture is the way forward, start small. Test out a new idea on a small scale before fully implementing it. Gather data, listen to feedback, and then iterate. The aim isn’t to shock the system but to introduce new ways of thinking that can, over time, bring about meaningful change.

So, Is It Worth It?

In my experience, the answer is a resounding yes. Being counter-cultural has pushed me to explore uncharted territories in business and tech management. While not all ventures have been a roaring success, each one has been a learning experience. At the end of the day, it’s not just about profit margins or growth graphs. It’s about building a culture that fosters creativity, innovation, and, yes, a bit of rebellion.

So, the next time you’re in that board meeting, and someone starts talking about “synergising core competencies,” maybe it’s time to go against the grain. Be counter-cultural. You never know, it might just be the best business decision you’ve ever made.

So You’re a Manager and You Hate Your Job?

September 12, 2023
Antimatter principle, Article, Leadership, Management, Teambuilding, Toxic behaviours
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So You’re a Manager and You Hate Your Job?

So you’re a manager now. Welcome to the party! You’ll quickly find that a lot of things about the role are neither as fun nor as straightforward as you may have been led to believe. Let’s dig into the factors that make the job less glamorous than advertised.

What Makes the Job Risible?

  1. Unrealistic Expectations: You’re now the solver of everyone’s problems. Good luck juggling everyone’s needs and desires.
  2. Blurred Lines of Authority: You’re told you’re the boss, but often, decisions are made over your head.
  3. Dealing With Personalities: Unlike chess pieces or cogs or Borg Drones, humans have emotions, opinions, and bad days.
  4. Daily Drudgery: Meetings, paperwork, more meetings. Did anyone mention there’d be so much admin?

Why Is the Job Detestable?

  1. You Can’t Just Order People Around: Gone are the days where a stern look would do the trick. You’re not in a dictatorship, you’re in an office – or not even.
  2. Lack of Autonomy: Being a manager doesn’t mean you have all the power. In fact, it generally feels like you have less.
  3. Accountability Without Control: When things go south, you’re the first to suffer, even if the factors were beyond your grasp. A veritable whipping boy (or girl).
  4. Mundane Tasks: Think management is all strategy and expense account lunches and power moves? Think again. You’re also the go-to for approving holiday leaves and dealing with niggling disputes.

Remember Captain Sobel from ‘Band of Brothers’?

You might recall the character Captain Herbert M. Sobel, portrayed by David Schwimmer in the miniseries “Band of Brothers.” Sobel’s style was authoritarian, focused on discipline and regimen, often at the cost of morale and trust. His approach led to a lack of faith among his men and ultimately didn’t serve him or his troops well in the field.

Can Nonviolence Be the Answer?

Nonviolence is more than the absence of physical force; it’s about fostering an environment of respect, dialogue, and mutual understanding. Sobel’s method lacked these qualities, highlighting how ineffective a ‘command and control’ model can be.

Is Sobel’s Style a Cautionary Tale?

Absolutely. A rigid, authoritarian style might work in certain settings, but in most modern workplaces, this approach is outdated, ineffective and doomed to failure. Employees don’t respond well to leaders who operate solely on a basis of power and fear. A successful  team is not a set of robots to command.

What Should You Do Instead?

  1. Be Flexible: Adapt your style to the situation and the needs of your teams.
  2. Communicate: Keep the lines open. No one can read minds.
  3. Be Human: Show empathy and understanding. You’re managing people, not machines. In fact, don;t manage the people at all.”You manage things; you lead people.” ~ Grace Hooper, Rear Admiral, USN
  4. Learn Continuously: The best managers know they don’t have all the answers and are willing to grow.

Managing is tough, no doubt. But understanding its flaws and challenges is the first step in doing it better. Don’t be a Sobel; be the manager you wish you had.

Trauma-Informed or Trauma-Inducing Leadership?

September 8, 2023
Article, Culture change, Leadership, Toxic behaviours
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Trauma-Informed or Trauma-Inducing Leadership?

What is Trauma-Informed Leadership?

Trauma-Informed Leadership is an approach that recognises the prevalence of trauma in the workforce and strives to create a supportive environment. This type of leadership acknowledges the various ways trauma can affect people’s work performance, mental health, and overall well-being. Leaders who adopt this approach aim to foster a workplace culture of understanding, compassion, and mutual respect.

What is Trauma-Inducing Leadership?

On the flip side, Trauma-Inducing Leadership does the opposite. Rather than acknowledge or accommodate for trauma, this style of leadership may inadvertently or deliberately create a toxic environment. Leaders may engage in behaviours like micromanagement, public humiliation, or even verbal abuse, causing stress, anxiety, and traumatising experiences for their employees.

How Does Each Affect Employee Well-Being?

Trauma-Informed Leadership not only fosters emotional safety but also boosts productivity and job satisfaction. Employees are more likely to engage in their work and report higher levels of mental well-being. Conversely, Trauma-Inducing Leadership can result in high staff turnover rates, reduced productivity, and a slew of mental health issues, including heightened stress and burnout.

Can Culture Shape the Leadership Style?

Yes, organisational culture can significantly influence the type of leadership that flourishes. Firms that value employee well-being and ethical conduct are more likely to develop Trauma-Informed Leadership. In contrast, high-pressure environments that focus solely on outputs and targets may inadvertently encourage Trauma-Inducing Leadership.

What Can You Do?

If you’re a leader, self-reflection is key. Consider your behaviours and their impact on your team. If you’re an employee under a Trauma-Inducing Leader, it may be beneficial to seek professional advice or consult HR. Organisations as a whole benefit from regularly reviewing leadership approaches and can choose to be willing to change to foster a healthier work environment.

In summary, the distinction between Trauma-Informed and Trauma-Inducing Leadership can make or break the workplace experience. It’s crucial for leaders to be conscious of the role they play in shaping this experience and for organisations to recognise the impact of their leadership styles on their workforce.

The Software Crisis: A 50+ Year Conundrum Waiting for a Paradigm Shift

August 18, 2023
Agility at Scale, Antimatter principle, Attendants, Business, Culture change, Leadership, Management, Memeology, Organisational effectiveness, Paradigm shifts, Product development, Quintessence, Software development
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The Software Crisis: A 50+ Year Conundrum Waiting for a Paradigm Shift

When the term “Software Crisis” was coined in the late 1960s, the software industry was grappling with issues of complexity, reliability, and maintainability. The rate at which technology was evolving seemed to outpace the ability to efficiently and effectively manage software projects. Yet, half a century later, we still find ourselves confronting the same challenges.

The Persistent Nature of the Crisis

Most industries undergo evolutionary shifts, which often transform the landscape and resolve the challenges of the past. However, the software domain remains an anomaly. Instead of outgrowing its initial issues, we find them compounded by the enormous scale and scope of contemporary software development. Despite more advanced tools and platforms, software bugs, project overruns, and scalability issues remain pertinent.

So, why is the software crisis still with us?

The Inherent Complexity of Software

Software is, in essence, abstract and malleable. Unlike constructing a building or manufacturing a car, where there’s a tangible product, software development involves attending to folks’ needs through weaving intricate patterns of logic. As the Needsscape evolves, it becomes increasingly challenging to untangle and reweave the strands.

Furthermore, software isn’t limited by physical laws. While you can keep adding lines of code, each new line tends to increase complexity in a non-linear fashion.(See also: #NoSoftware)

The Economic Incentives

There’s an underlying economic motive to maintain the status quo. Major software corporations, consultancy agencies, educational establishments, and even management gain from the ongoing software crisis.

  • Software Companies: Continuous updates, patches, and new releases mean ongoing revenue. “Perfect”, bug-free software from the outset would reduce the push for upgrades and extended support.
  • Consultancy Firms: A continuing crisis ensures a constant demand for experts to guide, integrate, and sustain various approaches. (Ever seen consultants hired to obviate the Software Crisis?).
  • Educational Institutions: The ever-evolving landscape necessitates continuous learning, translating to enrollment in courses, certifications, and further studies.
  • Management: The status quo often validates management hierarchies and roles. Shaking up the software development paradigm challenges established management statuses and command & control dynamics, which many in management roles find unsettling. Where’s the leadership??

The Need for a New Paradigm

While we’ve seen enhancements in methods and technologies, they don’t directly tackle the root causes of the software crisis. A paradigm shift is essential, but what should it emphasise?

  • People: Centralide the role of people in the software process. Recognise that while tools and technologies are marginally relevant, it’s people and teams who breathe life into software. We might choose to prioritise their well-being, motivation, and skills.
  • Relationships: Emphasise collaboration and communication. Siloed teams and heroic individuals exacerbate challenges. Cross-functional cooperation and fostering an environment where diverse perspectives converge can lead to better solutions.
  • Collective Assumptions and Beliefs: Challenge and revisit the shared beliefs and assumptions in the organisation. Often, outdated paradigms persist because they go unquestioned. By reassessing and updating these, we can pave the way for innovative approaches.

#Quintessence

The enduring software crisis mirrors the challenges inherent in software development and the economic frameworks that have crystallized around it. While vested interests might resist change, history reminds us that transformation is both inevitable and necessary. When the software industry finally experiences its paradigm shift, it will not only resolve its longstanding crisis but also unleash unprecedented avenues for innovation.

Further Reading

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/ [Accessed 18 August 2023].

Leaders’ Inconsistencies

August 9, 2023
Antimatter principle, Article, Culture change, Dialogue, Lamentation, Leadership, Management, Memeology, Organisational Therapy, Psychology, Quintessence, Reflections, Relationships, Toxic behaviours
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Leaders’ Inconsistencies

In every institution—whether in politics, business, or broader community contexts—we frequently observe those in authority saying one thing and doing another. It’s not just about broken campaign promises or managers who preach work-life balance while flooding inboxes at midnight. This inconsistency has far-reaching implications, especially when considering the concept of pragmatic legitimacy.

Espoused Theory vs Theory in Action: An Introduction

Chris Argyris’s groundbreaking insights shed light on this phenomenon. He distinguished between “espoused theory” (what people claim they believe) and “theory in action” (how they actually behave). For example, a leader might verbally prioritize team input (“espoused theory”) but may sideline their team in decision-making processes (“theory in action”).

Impacts of Inconsistent Leadership

  1. Erosion of Credibility: A clear disparity between words and deeds erodes leaders’ credibility. When words are at odds with by actions, followers and stakeholders are left questioning the authenticity of the leader’s commitments.
  2. Mistrust and Cynicism: Inconsistent actions breed skepticism. Over time, this could dampen motivation and commitment, leading stakeholders to question the leader’s genuine intentions.
  3. Ambiguity and Misdirection: When words don’t match actions, it creates confusion about actual priorities, making it difficult for subordinates to align their actions with organisational and leaders’ goals.
  4. Organisational Dysfunction: This kind of behavior can fuel conflicts, inefficiencies, and cultivate a culture of disillusionment.
  5. Undermining Pragmatic Legitimacy: Perhaps one of the most profound impacts is on an organisation’s pragmatic legitimacy. When stakeholders perceive that an organisation’s actions aren’t aligned with its stated goals or aren’t beneficial to them, its pragmatic legitimacy is compromised. A lack of pragmatic legitimacy means stakeholders doubt the organisation’s capacity or willingness to fulfill its promises or meet their needs, which can result in decreased support or commitment from these stakeholders.

Bridging the Divide: Recommendations for Leaders

  1. Enhance Self-awareness: Leaders should continuously introspect and seek feedback. Recognizing one’s inconsistencies is the first step to addressing them.
  2. Foster Open Communication: Encouraging an environment where individuals can voice concerns about perceived discrepancies promotes accountability and transparency.
  3. Prioritize Consistency: Leaders should evaluate if they can truly align with what they promise, setting achievable expectations to maintain credibility.
  4. Acknowledge and Amend: When discrepancies arise, leaders should admit them, apologize, and take measures to correct their course.
  5. Continuous Learning: Regular training sessions emphasizing the importance of consistency in leadership can be instrumental.
  6. Lead by Example: If leaders advocate specific values or principles, they must personify them in their actions.
  7. Tend to your pragmatic legitimacy: By becoming more consistent in aligning saying with doing, thereby improving your legitimacy, stakeholders will lend increased support and commtiment to your initiatives and directions.

Navigating the Discrepancies: Recommendations for Those on the Receiving End

It’s often challenging to be on the receiving end of inconsistent leadership. It can be demotivating, confusing, and sometimes even detrimental to one’s mental health. If you find yourself in such a situation, it’s essential to take proactive steps to preserve your well-being and sanity.

  1. Seek Clarification: If you notice a discrepancy between words and actions, ask for clarification. There might be reasons or perspectives you aren’t aware of. By seeking a clearer understanding, you can align your expectations accordingly.
  2. Maintain Open Communication: Foster an environment where you feel empowered to communicate your feelings and perceptions. This not only helps you address potential misunderstandings but also lets leaders be aware of their inconsistencies.
  3. Document Everything: When you see inconsistencies, make a note of them. This isn’t about “keeping score” but about having a reference point for discussions or to ground your own understanding of events.
  4. Find Support: Confide in colleagues or friends who understand the situation. Sharing experiences can provide validation and sometimes lead to collective solutions or coping strategies.
  5. Set Boundaries: It’s essential to protect your mental and emotional well-being. If you’re consistently receiving mixed signals, it may be necessary to set clear personal and professional boundaries to avoid burnout.
  6. Seek External Mentorship: Connect with mentors outside your immediate work environment. They can provide an outside perspective, offer advice, or sometimes just serve as a sounding board.
  7. Engage in Self-care: Engaging in activities that relax and rejuvenate you is crucial. Whether it’s reading, exercising, meditating, or pursuing a hobby, make sure you have an outlet to destress.
  8. Consider Professional Counseling: If the inconsistency in leadership begins to take a toll on your mental health, consider seeking professional counseling. Therapists can provide coping mechanisms and strategies to navigate such situations.Organisational therapists can support organisation-wide initiatives to help reduce discrepancies between words and actions.
  9. Evaluate Your Position: If you find the environment to be consistently toxic with no signs of change, it may be worth considering a change. Your well-being should always be a top priority. “Change your organisation, or change your organisation”.

Remember, in environments where leaders are inconsistent, it’s essential to prioritise your own personal well-being. By taking proactive steps, you can navigate the challenges while ensuring you remain grounded, supported, and mentally resilient.

To sum it up, pragmatic legitimacy is crucial for any organisation, and leaders play an integral role in upholding it. By aligning their words with their actions, leaders can reinforce trust, maintain credibility, and ensure that stakeholders see the organisation as a beneficial and aligned entity.

Rethinking Leadership

August 4, 2023
Article, Business, Fellowship, Leadership
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Rethinking Leadership

As we step further into the business landscape of the 21st century, we might choose to revisit some of the prevailing ideologies that have dictated our actions, one of which is the concept of leadership. For a long time, the traditional view of leadership has been championed and romanticised, often associating it with traits like assertiveness, charisma, and hierarchical authority. While leadership has conventionally played a role in guiding teams and organisations towards shared goals, the veneration of this concept can inadvertently generate negative outcomes.

The Harm in Over-Praising Leadership

The adulation of leadership often leads to an over-emphasis on the individual leader’s characteristics, competencies, and vision. This perpetuates the ‘great man’ or ‘great woman’ theory, implying that it is solely the leader who determines an organisation’s success or failure. This perspective neglects the contributions of the collective and overlooks the potential of diverse talents within the team.

Over-glorifying leadership also engenders a power dynamic that generally breeds authoritarianism, where the decisions of the ‘leader’ are deemed ultimate. This can discourage employees from voicing their ideas or expressing dissent, leading to a culture of conformity and stifling creativity and innovation.

Furthermore, this emphasis on leadership often cultivates a culture of competition rather than collaboration, as employees strive to be ‘leaders’ themselves, which can fragment the organisation’s unity.

The Power of Fellowship

To mitigate these challenges, we might choose to shift from a leadership-centric approach to one that fosters fellowship. In essence, fellowship denotes mutual support, shared goals, and collaboration, where every team member’s role and contribution is acknowledged and valued. This concept upholds a more democratic, inclusive, and participative way of working.

In a business setting, fellowship can foster a sense of camaraderie and mutual respect, which encourages open communication and idea sharing. By integrating diverse perspectives, fellowship can stimulate creativity, innovation, and better decision-making, enriching the overall business strategy.

Moreover, fellowship creates a supportive environment where individuals are willing to help one another in the pursuit of collective success. This can lead to increased employee satisfaction, motivation, and productivity, ultimately contributing to the organisation’s overall performance and well-being.

Shifting from Leadership to Fellowship

So, how do we promote the concept of fellowship in a business environment?

  1. Empowering Team Members: Empowerment involves entrusting employees with the authority and autonomy to make decisions. This not only boosts their self-confidence but also invites them to hone their critical thinking and problem-solving skills.
  2. Promoting Open Communication: Establish an environment where employees feel comfortable expressing their ideas, concerns, or criticisms. This encourages participation and engagement, leading to a more inclusive and innovative workplace.
  3. Fostering a Collaborative Culture: Rather than competing against each other, invite each other to collaborate, share knowledge, and build on each other’s ideas. This can promote a sense of community and mutual support, essential elements of fellowship.
  4. Recognising and Valuing Contributions: Recognise and appreciate each other’s contributions, regardless of their role or position. This can instill a sense of belonging and value, motivating everyone to contribute more effectively.

Summary

In conclusion, while leadership has been seen at the default, we might choose to understand the unintended harm we can cause by overvaluing this concept. By shifting our focus to fellowship, we can create more inclusive, collaborative, and innovative work environments. After all, in the world of business, success is not just about following a leader, and conforming to the diktats of the hierarchy, but about creating a fellowship where everyone plays their part in steering the ship to its destination.

From Leadership to Fellowship: Expanding Fiedler’s Contingency Theory

July 13, 2023
Article, Business, Community, Culture change, Fellowship, Leadership, Organisational Therapy, Paradigm shifts, Psychology, Quintessence, Self-organisation
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From Leadership to Fellowship: Expanding Fiedler’s Contingency Theory

In the wide realm of organisational psychology, one theory stands out for its distinctive approach to understanding leadership: Fred Fiedler’s contingency theory. This innovative model, proposed by the Austrian-born American psychologist Fred Fiedler, reshaped how we perceive leadership effectiveness and its dependence on both the leader’s style and the situation at hand.

Fiedler’s Contingency Theory: An Overview

Fiedler’s groundbreaking work focused on two primary factors: leadership style and situational favorableness. He developed the ‘Least Preferred Co-worker’ (LPC) scale to quantify an individual’s leadership style as either task-oriented or relationship-oriented. Those who score low on the LPC scale tend to prioritise tasks, while high scorers place emphasis on relationships.

Situational favourableness, the second part of the equation, refers to how much a situation allows a leader to control and influence their followers. It considers aspects such as leader-member relations, task structure, and the leader’s positional power.

According to Fiedler, task-oriented leaders excel in situations that are either highly favourable or highly unfavourable, while relationship-oriented leaders do well in moderately favourable situations. This paradigm suggests that there’s no one-size-fits-all leadership style. Instead, it highlights the importance of aligning leadership styles with situational demands to achieve effectiveness.

Generalising and Extending Fiedler’s Theory to Fellowship Models

Fiedler’s model has been instrumental in understanding leadership dynamics within an organisation. But what if we extended this theory beyond the confines of leadership, into other models, such as fellowship? Fellowship refers to the participation and engagement of individuals in a group who may not be in a leadership role but significantly influence the group dynamics. (For example, Tolkien’s Fellowship of the Nine in his book The Lord of the Rings).

Just as leadership style impacts the effectiveness of a leader, we can hypothesise that a fellowship’s approach – let’s term it as ‘fellowship style’ – could have a similar effect. A fellowship could be task-focused, aiming at the objective completion of the group’s tasks, or relationship-focused, prioritising social harmony and interpersonal connections within the group.

Furthermore, the same principles of situational favourableness could be applied. The group’s cohesiveness, the clarity of tasks, and the influence fellows have within the group could dictate the effectiveness of their contributions. A task-focused fellowship might thrive as a highly cohesive group with well-defined tasks, whereas a relationship-focused fellowship might excel in situations where tasks are ambiguous and the group needs to foster better communication and teamwork.

Connecting Leadership and Fellowship: A New Horizon in Organisational Psychology

Fiedler’s contingency theory underscores the reality that effective leadership hinges on the compatibility of a leader’s style with their situation. By applying this to the concept of fellowship, we open new avenues for exploring group dynamics and organisational behavior.

The extension of Fiedler’s theory to encompass fellowship aligns with the evolution of modern workplaces that emphasise collaboration and shared responsibilities over hierarchical leadership. It promotes the idea that everyone, regardless of their position in the organisation, can contribute effectively if they align their approach to the group’s needs.

From this perspective, leadership wanes and fellowship waxes, the latter ever more critical to the success of the organisation. As we continue to explore these dynamics, Fiedler’s contingency theory serves as a solid foundation, reminding us of the significance of situational factors and the need for flexibility in our approach to both leadership and fellowship. The future of organisational success relies not so much on great leaders, but rather on great fellows.

Eschewing Leadership: Why the Era of Fellowship and Team Players is Upon Us

July 12, 2023
Article, Culture change, Fellowship, Leadership, Relationships, Teambuilding
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Eschewing Leadership: Why the Era of Fellowship and Team Players is Upon Us

The conventional concept of ‘leadership’ is giving way to a more collective, inclusive ‘fellowship’. Instead of leaders, we need team players, echoing the tenets of Patrick Lencioni’s “The Ideal Team Player”.

Emphasise Listening

Encourage an atmosphere where every voice matters equally, thus promoting a sense of shared responsibility.

Uphold Collective Empowerment

Forego top-down decisions, replacing them with a more democratic approach. Enable everyone to make decisions and contribute ideas. Cf. Auftragstaktik.

Encourage Empathy

Eliminate the hierarchical perspective and adopt a mindset of understanding and appreciation for every individual’s experiences.

Promote Collaboration

Foster an environment that prizes teamwork and shared objectives over individual hegemony.

Champion Humility

Replace the towering image of a leader with humble team players who are unafraid to admit mistakes and learn from them.

Referencing Lencioni’s work, can a leader ever truly be a team player? The essence of being a team player is to place the team above oneself. By rejecting the conventional leadership role and embracing fellowship, we create a harmonious, democratic, and productive environment. I leave finding an answer to the reader.

Embracing the Joy of Work: Unpacking Deming’s Business Management Insights

July 12, 2023
Alien tech, Article, Business, Culture change, Deming, Improvement, Leadership, Psychology, Quality
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Embracing the Joy of Work: Unpacking Deming’s Business Management Insights

In our quest for success, we often navigate an array of management myths. But how can we move beyond mere avoidance of these pitfalls? The answer lies within the profound wisdom encapsulated in the Deming management philosophy.

Dr. W. Edwards Deming was a pioneer who advocated for creating work environments centered around continuous improvement, quality, and productivity. His philosophy isn’t just about avoiding mistakes—it’s a guiding light that leads to better, more fulfilling workspaces.

Let’s delve into Deming’s key principles:

Appreciation for a System

To lead effectively, we must see our organisations as interconnected systems, not standalone silos. Grasping how efforts and teams interrelate to achieve our common goals is pivotal.

Understanding Variation

Deciphering between normal variation within a process (common cause) and external, unusual changes (special cause) helps us make informed, data-driven decisions.

Theory of Knowledge

Leaders might choose to foster an environment of intellectual curiosity, where assumptions are challenged and failures become stepping stones to improvement. Knowledge isn’t simply accumulated—it evolves over time.

Psychology

Recognising human nature and its role in work is crucial. A supportive environment, where employees feel valued and secure, nurtures creativity, productivity, and joy at work.

Summary

These principles are intertwined—understanding one demands comprehension of all. Applied well, they offer a roadmap away from management myths towards a reality where work is a source of personal fulfillment and growth.

Remember, as Deming put it, “People are entitled to joy in work”. Let’s champion this ethos and create workplaces where our teams don’t just survive but flourish.

Why Science Gets No Look-in In Business

June 23, 2023
Antimatter principle, Article, Business, Lamentation, Leadership, Needs, Opinioneering, Organisational effectiveness, Paradigm shifts, Quintessence
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Why Science Gets No Look-in In Business

“Business is not an exact science” is a phrase often heard in corporate corridors and meeting rooms. It’s a near universal assumption, but one which is not supported by the scientific evidence.

A deeper understanding of this phrase highlights a rather intriguing aspect – the inherent need for those in charge, the decision-makers, to want it to be so.

In an exact science, laws and theories remain constant. The predictability they provide allows for clear, unambiguous paths to solutions. If business were recognised as an exact science, decision-making would be deterministic. However, this undermines the role of leaders, reducing them to mere implementers of pre-defined formulas. Leaders and their lackeys claim their art lies in making decisions amidst uncertainty, demonstrating the ability to take calculated risks, and applying intuition and experience where data falls short (a.k.a. HiPPO – highest paid person’s opinion). To maintain this dynamic, those in charge need business to remain neither a science nor exact.

A parallel is observed when we talk about “dealing with people.” This phrase encompasses a broad spectrum of situations, from human resources to customer relations, from team building to conflict resolution. People, with their diverse backgrounds, perspectives, emotions, and motivations, are incredibly complex. If dealing with people were accepted as an exact science, every interaction would follow a more or less predictable pattern. But again, those in charge need it to be seen as different from that.

If dealing with people were reduced to an exact science, leaders fear their highly rewarded personal touch, empathy, and agency would lose its kudos – and premium.

In definitive terms, leaders actively choose to uphold the notion of business and dealing with people as non-exact sciences to preserve their role as highly rewarded key decision-makers. Their profiles are enhanced by the unpredictability and intricacies of these domains. If every business decision or human interaction could be distilled down to a precise formula, leadership would lose its gloss.

Furthermore, this narrative is conspiratorialy upheld by consultants, analysts, and other business intermediaries. Their existence and remunerations rely heavily on the continued perception of business and human interaction as art forms that demand expert insights, not exact science.

Implicitly, they understand that their sponsors, primarily composed of business leaders, favor the preservation of this “non-exact” paradigm. Consequently, they conspire in maintaining the fiction, weaving it into their advice, thereby safeguarding their relevance and demand.

From Leadership to Fellowship: The Emergence of Shared Purpose

June 22, 2023
Article, Business, Culture change, Fellowship, Leadership, Quintessence
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From Leadership to Fellowship: The Emergence of Shared Purpose

The long-established model of leadership has served as the backbone of organisations, societies, and groups of all sizes. It positioned a few individuals at the helm, guiding and influencing the group’s direction. Nevertheless, the 21st century presents a landscape where this concept of leadership is transforming, with #Fellowship taking the spotlight. Shared purpose, an integral part of fellowship, is emerging as a powerful driving force. Here’s the case for this transition:

Shared Purpose Encourages Collaboration: At the heart of fellowship lies the principle of shared purpose. This shared purpose strengthens the bonds between individuals, encouraging them to work together towards a common goal. This collaborative approach stands in contrast to the conventional leadership model, which often involves a top-down directive.

Diversity in Unity: With shared purpose, diverse perspectives are valued and encouraged, as every member contributes their unique insights towards the common goal. This fosters creativity and innovation, leading to more effective decision-making and problem-solving.

Enhanced Engagement and Empowerment: A shared purpose can greatly enhance engagement and motivation. When individuals own a stake in the purpose and see their role as crucial in achieving it, they are more likely to be committed and invested in the outcome.

Adaptable to Rapid Changes: A shared purpose allows for adaptability and flexibility, critical factors in our rapidly evolving world. When changes occur, a group with a shared purpose can adjust more swiftly, maintaining focus on their common goal while modifying their strategies.

Diminished Power Disparities: Traditional leadership often establishes a power disparity which can lead to conflict. Fellowship, driven by shared purpose, emphasises equality and mutual respect.

Collective Responsibility and Accountability: In a fellowship model driven by shared purpose, responsibility and accountability are collectively shared. The success or failure of the group isn’t placed on a single individual but shared by all, fostering a supportive team culture that encourages learning and growth.

In essence, the shift from leadership to fellowship is a shift towards a more democratic, inclusive form of decision-making where power is distributed, not concentrated. This paradigm shift, propelled by the power of shared purpose, has the potential to redefine our organisations, creating more collaborative, resilient, and innovative entities. It’s not about leading or following anymore—it’s about working together towards a common purpose.

The Leadership Paradox: Coveted Roles, Hidden Regrets

May 27, 2023
Article, Business, Careers, Culture change, Fellowship, Leadership
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The Leadership Paradox: Coveted Roles, Hidden Regrets

Ever wondered about the hidden truth of leadership roles? While they’re often seen as the pinnacle of professional success, the reality is that many leaders secretly wish they could step away. What’s causing this paradox, and how can we challenge the unspoken rules of business to address it? Let’s dive into the surprising dilemma faced by those at the top.

Isn’t it peculiar that the very roles folks strive for often become the ones they wish to escape? It’s the conundrum many in leadership find themselves in. They’ve climbed the ladder, gained the title, yet the reality of their positions is not as rosy as the image portrayed. Why’s this so?

The shared assumptions and beliefs within most businesses and societies paint leadership roles as the pinnacle of success. Yet, once in these positions, individuals often find them fraught with stress, long hours, a level of responsibility that can be overwhelming, and the implicit pressure to be mean to people. They’re bogged down by bureaucracy, and the freedom they envisaged is replaced with countless meetings, conflict resolution, and pressure to meet targets.

Yet, these same businesses’ cultures trap these individuals, creating a perception that stepping down or moving sideways would equate to failure. There’s a sense of being ‘stuck’, a lack of alternatives within the existing organisational structure. The irony is bitter: the very roles they once coveted have become ones they’d rather not hold, but the unwritten mores of business leave them feeling there’s no way out. It’s a dilemma that underscores the need for reimagining how we view success and leadership in our workplaces.

Leadership Lessons from ‘How to Train Your Dragon’​

April 8, 2023
Antimatter principle, Article, Business, Fellowship, Leadership
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Leadership Lessons from ‘How to Train Your Dragon’​

“How to Train Your Dragon” is a 2010 animated film which tells the story of Hiccup, a young Viking, for whom dragons are seen as fearsome enemies.

Despite this, Hiccup eventually befriends a dragon named Toothless. Through his journey, Hiccup learns valuable lessons about leadership, teamwork, and the importance of understanding and accepting others.

One of the key themes in “How to Train Your Dragon” is the power of collaboration and teamwork. In the beginning of the film, Hiccup is a loner who is struggling to fit in with his peers and prove himself as a capable warrior. However, as he begins to work with Toothless and other dragons, he learns the value of cooperation and mutual respect.

This message is highly relevant to the business world, where collaboration and teamwork are essential to success.

Another important lesson from “How to Train Your Dragon” is the importance of understanding and acceptance. Throughout the film, Hiccup struggles to understand Toothless and other dragons, and initially sees them as threats to his community. However, as he gets to know Toothless and learns about the dragons’ behavior and needs, he realises that they are not as different from humans as he thought. He comes to see that dragons are intelligent and emotional creatures, and that they can be treated with respect and understanding.

This message is also applicable to the business world, where people can choose to understand and accept their colleagues, peers and customers, regardless of their differences. By creating an inclusive and welcoming workplace culture, companies can foster a sense of belonging and support. This leads to better communication and collaboration, as well as higher levels of morale, productivity and engagement.

In addition to collaboration and understanding, “How to Train Your Dragon” also touches on the importance of leadership and empowerment. Throughout the film, Hiccup takes on a leadership role, guiding Toothless and other dragons in their training and helping them to become more confident and capable. He encourages them to take risks and be independent, and trusts them to make their own decisions.

This type of leadership is conspicuous by its absence in most of the business world. By giving people the freedom to take ownership of their work and explore new ideas, companies can create a culture of innovation and excellence.

Overall, “How to Train Your Dragon” is a powerful and inspiring film that teaches valuable lessons about business culture. By highlighting the importance of collaboration, understanding, and leadership, the film encourages viewers to embrace diversity, communicate effectively, and work together towards a common goal.

A New Era for Workplace Dynamics?

April 5, 2023
Article, Business, Culture change, Dialogue, Fellowship, Leadership, Management, Organisational effectiveness
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A New Era for Workplace Dynamics?

💡 Are organisations ready to break free from the constraints of conventional leadership and embrace a future where everyone’s voice is heard? Consider the transformative potential of a collaborative work culture.

➡ As business organisations evolve, those in positions of influence may choose to reconsider traditional notions of directing and guiding work. Embracing a paradigm shift away from conventional hierarchical structures will foster a more collaborative and inclusive environment, wherein everyone contributes to the decision-making process.

In this new landscape, individuals who previously held supervisory roles may choose to focus on cultivating collective intelligence and facilitating open communication. This will be achieved by encouraging people to share ideas, opinions, and feedback openly, while also being receptive to diverse perspectives. By fostering a culture of trust, respect, and empathy, those in influential positions can create a more empowering and dynamic work atmosphere.

To successfully navigate this transformation, those who once held command may choose to develop and promote skills in active listening, conflict resolution, and emotional intelligence. These capabilities will allow people to support and guide without exerting authority or control. They may also choose to embrace and promote continuous learning and adaptability, as these traits are crucial for thriving in a rapidly changing world.

Ultimately, the transition away from traditional management and leadership roles necessitates a shift in mindset and culture, wherein individuals focus on empowering others, fostering collaboration, and nurturing a culture of shared ownership and responsibility. By embracing these changes, organisations can unlock the full potential of their people, driving innovation and success.

 

Transitioning Mindsets

March 13, 2023
Article, Culture change, Leadership, Organisational Therapy, Quintessence
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Transitioning Mindsets

Unlocking the true potential of organisations requires more than just developing individual leaders. It takes a deeper level of engagement and a transformative approach to shifting collective assumptions and beliefs. Discover the key differences between leadership development programs and organisational psychotherapy interventions, and which one is right for your organisation.

Leadership development programs and organisational psychotherapy interventions are two distinct approaches to improving the functioning and performance of organisations. While both aim to enhance organisational effectiveness, they differ in their focus and methods.

Leadership development programs are typically focused on developing the skills and capabilities of individuals within an organisation who are in leadership roles. The goal is to improve their ability to lead and manage teams, communicate effectively, make decisions, and navigate complex organisational dynamics. Leadership development programs can include training, coaching, mentoring, and other forms of development activities. These programs often emphasize the importance of self-awareness, emotional intelligence, and interpersonal skills.

Organisational psychotherapy, on the other hand, focuses on shifting the collective assumptions and beliefs that underlie an organisation’s culture and behaviours. These interventions typically involve a deeper level of engagement with the organisation, including the identification of underlying assumptions and beliefs, the exploration of underlying dynamics, and the creation of a shared sense of purpose. Organisational psychotherapy interventions can include a range of methods, such as group facilitation, dialogue, reflection, and other forms of participatory engagement.

While leadership development programs focus on developing the skills of individual leaders, organisational psychotherapy interventions aim to transform the organisation as a whole. Both approaches can be effective in improving organisational effectiveness, but they require different levels of engagement and investment.

Leadership development programs may be more suitable for organisations that have a well-defined leadership structure and a relatively stable culture, while organisational psychotherapy interventions may be more appropriate for organisations that are undergoing significant change or facing systemic issues.

In summary, while both leadership development programs and organisational psychotherapy aim to improve organisational effectiveness, they differ in their focus and methods. Leadership development programs are focused on developing the skills and capabilities of individual leaders (who may move on), while organisational psychotherapy is focused on shifting the collective assumptions and beliefs that underlie an organisation’s culture and behaviors. Both approaches can be effective, but require different levels of engagement.

Quickie: Why Are Toasters Like Employees?

June 25, 2022
Leadership, Management, Organisational effectiveness, Quickies, Reflections
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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.