Articles

In much organisational work, strategy is treated as if it comes first and execution follows. Once the strategy has been made, the task is to close the gap between intention and performance.  But who makes the strategy, and what are the logics informing that strategy-making?  In the context of polycrisis, we need more than ever…

To perform, organisations need the right capacity. In a relatively stable context, we can predict that capacity and build accordingly. In contexts of high complexity and radical change, what we will need to sustain and grow performance becomes much less certain. In such conditions, we do not necessarily even know what performance will entail. When…

We instinctively know that trust is important. Without trust, being in the world becomes unmanageable. It’s no pleasure when trust is absent or harmed. We must work much harder to make up for what trust naturally gives to us.  We sense trust long before we give words to it. We see it by its effects, and we work out if we…

This article is the first in a series of two exploring the workplace dyad in relation to the Aephoria Colleagues report. The first article is a more general exploration of themes and issues related to the collegial pair. In the second article, I’ll turn my attention to specific kinds of workplace pairs, in particular leadership…