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
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...