by Rob Malcolm | May 15, 2026 | Source Note
Why Shared Meaning Matters Modern organisations depend upon shared meaning. Between people, within teams, about systems, about processes, for using AI tools, to develop and understand reports, to support governance mechanisms, and other operational practices. All of...
by Rob Malcolm | May 14, 2026 | Source Note
Many organisations attempt to understand themselves through: organisational charts, process maps, systems maps, project plans and specifications, or reporting structures. Organisations often mistake partial representations for holistic understanding. Yet these often...
by Rob Malcolm | May 12, 2026 | Source Note
The Core Problem Many organisations assume meaning is created when information is distributed. It is not. People can: attend the same meeting, read the same report, use the same terminology, and still leave with very different interpretations. Information transfer...
by Rob Malcolm | May 12, 2026 | Source Note
Relational vs Transactional Knowledge Management The Pattern Organisations tend to invest in what can be seen, measured, and reported. In Knowledge Management, this leads to a dominance of transactional approaches—systems, repositories, metrics, and outputs—while the...
by Rob Malcolm | May 12, 2026 | Source Note
In complex environments, failure is rarely due to lack of effort or intent. 👉 It is most often the result of applying the wrong logic to the situation. Methods designed for certainty are applied to uncertainty. Agreement is assumed where it does not exist. Planning...
by Rob Malcolm | May 12, 2026 | Source Note
Most organisations reflect. They run retrospectives, lessons learned sessions and post-implementation reviews But much of it does not sustainably change behaviour.It produces narrative rather than learning. What Hansei actually is Hansei is not reflection for...