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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

Bear with me c-suite leader. I was working with a risk team recently and discussed with them the power of process maps. Process maps bring clarity because a picture is worth a thousand words. Risks and the most critical controls are more easily identified. At the end of the workshop the team leader developed their