by Rob Malcolm | May 10, 2026 | Source Note
Who benefits, who bears the cost, and what are we willing to accept? Ethics in organisations is not primarily about rules, slogans, or compliance. It is about understanding and taking responsibility for the consequences of decisions. Every organisational decision:...
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
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...