John Featherby

Complicated systems are highly predictable; complex systems are the complete opposite. Understanding the distinction between the two is necessary for organisations because, to date, they have mostl...

The current management model exists within a workplace structure which asks leadership to use control as a means to achieve objectives. It may not be a conscious choice: to “control” workers, but t...

“Creativity” and “Innovation” are frequently used as interchangeable terms. But they are not the same thing. Creativity is about coming up with ideas. Innovation is the process that exists between ...

What do we mean by status quo? We mean the prevailing norm and idea of our time. We mean the typical characteristics born of an ingrained, unchallenged orthodoxy about how we run organisations. It ...

We’re socialised to look to leadership because we’ve spent our entire life being conditioned by patriarchy: someone else in our life that we think has more wisdom and insight than we do (parent and...

360s give the subject of an appraisal feedback from a variety of people and perspectives; e.g. supervisors, direct reports, co-workers and even customers. However, this arguably more rounded method...

Control is key Deliberate or otherwise, all organisations are built on an ideology. Rarely thought about and almost never examined, these ideologies, these sets of beliefs - these assumptions - set...

What are we assuming with manager/employee feedback discussions? We’re assuming that the manager’s view is more from an objective perspective and the employees' is more of a subjective one. Why do ...

Here are simple statements that describe an authoritarian approach across each key area of an organisation. By considering how accurately these statements describe your organisation, you can establ...

The Status Quo 21st Century Orgs Strategic direction is rigidly planned. Strategic direction is potentially structured but predominantly emergent (i.e. emerges over time and from all over ...