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
Systems thinking is not primarily about diagrams, models, or technical frameworks. It is about learning to see relationships, interactions, consequences, and patterns that are otherwise hidden. Most organisations naturally default toward: isolated problems, linear...
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
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...
by Rob Malcolm | May 12, 2026 | Source Note
Framing Insight The SECI spiral explains how knowledge is created, but does not explain where that process becomes effective. Ba and Basho describe the field conditions that enable SECI to function in practice. The Missing Layer Most organisations invest heavily in:...
by Rob Malcolm | May 11, 2026 | Source Note
The Shift AI is changing how organisations: analyse, model, learn, and make decisions. Tasks that once required weeks of specialist effort can now be accelerated dramatically. This does not remove the need for expertise. It changes where expertise adds the most value....