by DavidFraser | Apr 25, 2014 | Change, Leadership
How much knowledge do you need to have before it feels OK to say you don’t know? Seems like a paradox, doesn’t it? If we know quite a bit about something, we probably have a good idea just how much we don’t know. And we have some authority. If we don’t know that much,...
by DavidFraser | Apr 11, 2014 | Change, Leadership
In the dictionary it does, of course. And perhaps in real life too. Certainly the two things are closely tied up with each other. Is the need for leadership prompted by external change, or should we initiate internal change before the external world forces it upon us?...
by DavidFraser | Apr 4, 2014 | Change, Leadership
Quite possibly, you can’t. If you’re in a situation where you have a high degree of authority, you might well be able to associate cause and effect. On the other hand… If you know you’re one of many working towards the same end—working on the same issue in a...
by DavidFraser | Mar 31, 2014 | Change, Leadership, Relationship Skills
… that we probably need to keep some of the existing order too. In our conviction that something different is needed, it’s easy to fall into the trap of advocating wholesale adoption of the new, whilst completely disregarding the merits of the old....
by DavidFraser | Mar 28, 2014 | Change, Leadership
Which is more important? That’s a serious question. Maybe it is more important to be in control of your business; for everything to be predictable. It could be. On the other hand, it might be more important to do what you now know to be right. After all, you...
by DavidFraser | Mar 21, 2014 | Change, Leadership, Systems
The Swiss cheese model is central to thinking about systemic failure. The idea is that each potential factor, which, when combined, could create a condition in which an accident could occur, is like a slice of a Swiss cheese with holes in it. All the factors are...
