Why? Why? Why does my brain lie to me?! Bias and noise. We like to think we’re rational operators. Decades of behavioural research – Kahneman, Sibony, Sunstein – tell us otherwise. We anchor on the first fact we hear – anchoring bias. We seek evidence that backs up our beliefs – confirmation bias. And our
We’ve all met them. The scope creeps. They’re the ones in your project meetings saying: “What if we just added this one thing?” And then another. And another. Until your once-sleek idea is buried beneath layers of “best practice” bells and whistles. Sound familiar? It’s the same trap I see with internal frameworks – risk,
Organisation after organisation I am asked to help, see risk as a compliance activity. Something that is required to be done for the comfort of someone else, a regulator, the board or a sub-committee of the board. One of my favourite questions I ask risk teams when training them in workshop facilitation is “Why do
Not long ago, I facilitated a strategy workshop for a board. After much debate, we landed on the big-ticket items that were needed to boost growth. There was a combination of happiness and relief in the room. But, knowing what I know from the hundreds and hundreds of workshops I have run for boards and
This week I move from process mapping for progress to the use of tools. Decision support tools in fact. One client I worked with while I was writing my book Team Think had me work with six teams to develop process maps for their key outputs. The teams quickly gained clarity on the reality of