John Featherby

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 ...

What we choose to measure is a belief statement: it says “this matters, and this is success”. It is loaded with meaning - even the decision ‘to measure or not to measure’ says something about us. A...

The Status Quo 21st Century Orgs Low trust: Employees will behave selfishly without oversight and will deliver great work but only with external motivation. High trust. Employees will be...

If our organisations are going to survive and prosper in this new era of exponential change then we need to address the way they’re organised and managed. To do this our primary task, particularly ...

21st Century Orgs take a very different view of resources than the status quo. What they are and how they should be sourced and valued is reconsidered. Here we identify how across key resource area...

Overcoming hierarchy without uncertainty is not possible. But by embracing uncertainty as the norm and accepting we live in a complex, unpredictable system, we will avoid chaos. To adapt to the unc...