“A natural disaster always strikes when the last one is forgotten.” – Japanese Proverb Peppered […]
Organisational Hypofrontality: “If you want something new, you have to stop doing something old.”- Peter Drucker
Framing is a cognitive muscle we can strengthen to improve our lives, work and future.
Today’s book shows us how.
We welcome the author of Framers: Make Better Decisions In The Age of Big Data Kenneth Cukier
Organisations were designed for steady environments and excel when situations are steady and predictable. Our business environment, our world today, is anything but steady and predictable. Established organisations excel at processes and procedures. They are organised for pristine exploitation (execution), not exploratory search.
If you look at the image, it takes only a small effort to see the contours of a Dalmatian sniffing the ground. However, here is the point, without the previously stored higher-level concept “dog”, if we were only to use “the parts”, we would see only a meaningless pattern of white and black dots. We would focus on the parts and miss the big picture.
To promote organisational autophagy, we must embrace experimentation, jettison jaded pieces of junk organizational DNA, selectively regenerate dormant cells and reinvent, regenerate and renew in permanence.
Part 2 of this extended episode with Eric Maisel, the author of “The Magic of Sleep Thinking: How to Solve Problems, Reduce Stress, and Increase Creativity While You Sleep”
So often the challenge is that we focus on the failure rather than the learnings. When we focus on failure, we become cognitively impaired and we cannot think creatively. We must reframe our relationship with struggle.
As the saying goes, “kites rise against, not with the wind.”
Corporate Cognitive Dissonance or Organisational Anosognosia?
The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation with Timothy Clark