This article is about something very close to my heart: Scotland. September 18 is momentous for me in two ways: it will be 50 years to the day that I arrived in this world, in the beautiful city of Edinburgh, and it is also the day when Scotland decides whether to become independent or remain a part… Continue reading It’s about power
Stockholm Syndrome is a psychological phenomenon in which hostages display empathy and sympathy for their captors, often developing positive feelings towards them and defending them. I’m often fascinated by how people, when they walk through the door of their workplaces, adopt behaviours akin to the symptoms of Stockholm Syndrome. Despite knowing in our hearts and… Continue reading Counter-acting the Stockholm Syndrome
Know how you have an experience and some song lyrics pop into your head that seem to have been written especially for it? “Expert textpert, choking smoker, don’t you think the joker laughs at you?” Parallel process. Happens to me all the time when I’m working. I suddenly notice that what the client is doing,… Continue reading I am the Walrus
Sometimes you read something that really strikes a chord. I recently saw this quote from Kurt Vonnegut: “We have to continually be jumping off cliffs and developing our wings on the way down.” In other times, I would read this and it would simply seem like a poetic truism, but I’m currently experiencing a number… Continue reading The certainty of uncertainty
These are, indeed, interesting times. We are bombarded, seemingly daily, with a slew of economic, social and environmental information which paints an ever more complex picture of what is going on in our world, our communities and our workplaces. Depending on the lenses through which we view this data, which data we choose to look… Continue reading Managing change. Really?
If you have ever been for an eye test, you will know that the optician will have you look through a contraption with lots of lenses, and then proceed to add and take away lenses until your vision can see the letters on the chart precisely. They will spend time experimenting with the lenses and… Continue reading Leadership and complexity
If you screw up, then own up and lighten up. Dess and Picken, in “Changing Roles: Leadership in the 21st Century” (2000) wrote, “The traditional tools and techniques of management are designed, in large measure, to ensure organisational stability, operational efficiency, and predictable performance. Formal planning processes, centralised decision-making, hierarchical organisation structures, standardised procedures and… Continue reading Making mistakes gracefully