Crisis-Ready Teams I’m by no means a serial corporate dinner attendee, but I do feel I’ve sat through my fair share of after-dinner leadership talks. The speakers are usually held up as shining examples of courage, resilience and leadership under
Learning Teams Often, when we’re trying to improve how work gets done, we start with principles. We agree what we believe in, or are working towards, at a high level, and then figure out how those ideas translate into day-to-day
How you respond matters “Everything you do is important to your organization. People are watching you. The people in your organization determine how to move forward after both successful work and how to recover after failure by watching how you
The Fundamental Attribution Error We address the Fundamental Attribution Error in most of our workshops, particularly our Feedback ones, because it’s such a common bias and it causes so many problems. Essentially, the Fundamental Attribution Error occurs when we attribute
Human and Organisational Performance (or Potential) is based on five principles, originally defined by Dr Todd Conklin, in his book, “The Five Principles of Human Performance“. These five principles shape and influence the way organisations think, act, view success and
Crew Resource Management (CRM) and the Centrality of Psychological Safety CRM was developed in the 1970s and operationalised psychological safety in safety-critical, complex environments. Crew Resource Management (CRM) recognised, as a result of accidents such as Tenerife in 1977, that
Work as Imagined vs Work as Done In our piece on human error, we looked at why and how people make mistakes. One of the categories of error we explored was “violations”, where people don’t carry out the work as per protocol or procedure. This is
