Sometimes in our working lives, we have to make decisions that involve a kind of…
Tag: systems thinking
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.
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.
This article is a reproduction of the Editorial published in HindSight magazine issue 31 in December 2020…
Reflections on what distinguishes the three zones of performance in the well-known graph associated with Safety-II.
In this post, I reflect on what I learned since graduating and have found to be most important to practice in the design and improvement of work.
In this post, I describe four roles for the spread of new ideas, and reflect on corresponding ego traps or shadow roles.
All human activity, along with associated emergent problematic situations and opportunities, is embedded in context. The ‘context’ is, however, a a melange of different contexts. An approach that I have found useful is to spend time considering contextual influences (e.g., on decision making, at multiple levels of organisations) on problematic situations or potential solutions, more explicitly.
Understanding and intervention for system performance and human wellbeing is rooted – to some extent – in four kinds of thinking. In this short series, I outline these. This post concerns Systems Thinking.
“Safety is our number 1 priority!” But is it really?