Category Consulting

You don’t know until you do

It is easy with hindsight to explain why improvement interventions had an unexpected result, missed the mark, or did more harm than good, and yet organisations seem to launch into them with the confidence that they will work.

I think some of this stems from the persistence of the fallacy that the world (or at least our workplace) is a simple linear system. And some comes from necessary false confidence from those who know it’s not predictable but they have to motivate the rest who still believe the fallacy.

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