In a rapidly evolving world, organisations must adapt to survive and thrive. However, the key lies not only in technological innovation, but in the diversity of thought within an organisation. This article sheds light on the crucial role diversity of thought plays in navigating the complexities of our changing world.
Sometimes in our working lives, we have to make decisions that involve a kind of…
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.
The COVID-19 pandemic has had one of the biggest effects on work-as-done in healthcare in living memory. So what might we learn about work from the perspectives of frontline workers? I asked a variety of practitioners to give a short answer.
Humanistic Systems 