Blogs and Articles
Confirmation bias is a natural human instinct, based on our tendency to favour information that confirms or supports our pre-existing values or beliefs. Its both a protection mechanism and useful for efficient decision-making, but it also makes us resistant to change and learning. Overcoming confirmation bias is just one of the significant benefits of After Action Review
The term ‘learning lessons’ appears frequently in news items at the moment as governments around the world seek to demonstrate that they are going to prepare better for future pandemics, but what does the term actually mean?
The pandemic did much to disrupt our ways of working and for many organisations this has led to...
If you knew how to improve the productivity of your team by up to 40%, would you do it? The research about what is required to boost team productivity and well-being is very clear, but the mindset and cultural barriers to achieving it are significant.
How does putting limitations around something boost innovation and learning? It may seem...
I have to confess to a guilty secret and plead the winter lockdown boredom in mitigation: I am a...
Making sense of our experience as human beings is heavily dependant on the words we use. This year...
What are you going to stop doing this week? As the pace of change has increased, so has the pressure for teams to get the rapid actionable learning that comes through AARs, yet we also need to be willing to let go of old plans and preferences.
The dramatic scenes we have been watching as people protest about the death of George Floyd can, for those of us fortunate enough not to have personally experienced racism, seem a world apart from our own day-to-day work activities. Yet it brings into sharp focus the issue of bias, whether conscious or unconscious, and the urgent need to address it in the workplace and beyond. This article gives five ideas for small but practical contributions towards helping create a fairer and more inclusive society.
In more normal times (and they will come again) some very human factors create resistance to changing things for the better. Last week I referred to Robert Glazers’ excellent bog about the transformation CEO Alan Mulally led at Ford to ensure the uncomfortable truths were shared at the Board room table. This week, I describe some of the other barriers to bringing about culture change.
Robert Glazers’ excellent blog last week made me wonder what gets in the way of every senior meeting conversation being as honest and open as Alan Mullaly’s board room discussions?
Many of us found that these exceptional times have increased our need to speak to each other and so, instead of having more time when remote working, many of us are finding we have less. The last face to face After Action Review (AAR) I led before remote working began, illustrated the importance of being heard.
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