by Rob Malcolm | May 5, 2026 | Source Note
Knowledge creation is not yet learning Organisations frequently confuse the exchange, articulation, or storage of knowledge with true learning. People may: share experience, hold workshops, construct models, agree on terminology, document procedures, and approve a...
by Rob Malcolm | May 5, 2026 | Source Note
Action and learning are inseparable. Every intervention in a system produces outcomes — intended and unintended. These outcomes are the only reliable source of learning. Execution is not completion — observed outcomes at Gemba are. 👉 This requires: Observing outcomes...
by Rob Malcolm | May 4, 2026 | Source Note
The Pattern When shared understanding breaks down, decisions no longer emerge from inquiry. They are shaped by: position power negotiation competing interests 👉 Sensemaking collapses into political behaviour. 🔍 Indicators Inquiry gives way to power Agreement is...
by Rob Malcolm | May 4, 2026 | Source Note
The Pattern In complex environments, there is a strong pressure to create clarity early. This shows up as: Premature classification of problems. Early convergence on a single explanation. Reliance on planning when understanding is incomplete. Forcing agreement when...
by Rob Malcolm | May 4, 2026 | Source Note
Information in organisations exists on a spectrum: Verified and structured Incomplete or ambiguous Speculative or misleading All of it influences decisions. In practice: High-integrity information provides stability Low-integrity information may provide early signals...