by Rob Malcolm | May 9, 2026 | Source Note
Understanding what kind of problem you are facing Most organisational failures are not failures of effort or intent. They are failures of interpretation. A simple issue is treated as complex. A complex challenge is approached as if it can be engineered. 👉 The result...
by Rob Malcolm | May 6, 2026 | Source Note
Part of the Adaptive Capacity model → View full model Learning Domain How organisational learning actually forms (and fails) Learning is not the accumulation of knowledge. It is the ongoing ability of an organisation to adapt its behaviour through shared...
by Rob Malcolm | May 6, 2026 | Source Note
Shared Mental Models How organisations actually make sense together. The Core Problem Most organisations assume that knowledge is shared when information is exchanged, it is not. People can attend the same meeting, read the same document, use the same systems, and...
by Rob Malcolm | May 5, 2026 | Source Note
Strategic Thinking and Design Thinking are complementary, not sequential — both operate as cycles with feedback loops. Strategic Thinking → A cycle deciding where and why to act. Design Thinking → A cycle determining how action takes form. 🔗 Strategy–Design...
by Rob Malcolm | May 5, 2026 | Source Note
Sensemaking and learning are inseparable. Understanding is formed through interaction, but it is validated through action. In the SECI cycle: Externalisation & Combination create shared understanding. Internalisation occurs only when that understanding is applied....
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...