How do the assumptions we make limit or help us?
Organisations differ in many ways, but most organisations, in most sectors, have similar problems. Some common examples follow:
Managers spend a large amount of time doing work that those who report to them should be doing – and no-one has any time to think and plan
Parts of the organisation operate in ‘silos’ and act in a way that actively creates problems for, even sabotages, other parts of the organisation
Despite a lot of effort, team-building sessions and perfectly amicable relationships senior teams find it extremely difficult to work constructively and productively together
Each of these problems could be addressed by taking particular actions to fix them. But they may also raise a more fundamental question, that of how we think about the organisation. Continue reading