Sometimes after an incident, a system-wide change is implemented that makes work more difficult and creates new problems. This story is one such example, which contains useful lessons for responding to rare events. Steven Shorrock recounts the tale.
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On major projects, some surprises unfold slowly via ‘work-as-imagined solutioneering’. Based on observations in several industries, Steven Shorrock presents ten traps that we can all fall into.
On the centenary of air traffic control, and the International day of the air traffic controller, I offer five suggestions that have emerged from my experience of working with air traffic controllers over 25 years of practice as a psychologist.
In this post, I describe four roles for the spread of new ideas, and reflect on corresponding ego traps or shadow roles.
This article is a reproduction of the Editorial published in HindSight magazine issue 33 in…
“If only it weren’t for the managers, the goddamned managers, always getting tangled up in the…
In my last post, I offered a reworked version of the 12-steps of Alcoholics Anonymous…
Most of us in democratic countries would hate to see the rise authoritarianism. When we…
How do organisations learn? It is fairly uncontroversial to say that we, as individuals and…
Once your own culture becomes invisible to you, you know you have become a victim…
Humanistic Systems 