by Rob Malcolm | Apr 14, 2026 | Source Note
Note: This protocol applies the Structured Sensemaking System in practice. Pass 1 Stakeholder Engagement: From Pain to Purpose The Problem Traditional stakeholder engagement focuses on: needs expectations alignment It improves dialogue — but it is incomplete. It...
by Rob Malcolm | Apr 14, 2026 | Source Note
A Navigation Map for Working in Complexity Framing Insight Most organisational failures are not failures of effort. They are failures of interpretation. People act on incomplete understanding, hidden assumptions, fragmented knowledge, and overly simplified...
by Rob Malcolm | Apr 14, 2026 | Source Note
Why some tools work brilliantly in Gemba—and fail everywhere else. Overview Simple frameworks are attractive. They promise clarity, alignment, and control. Many organisations adopt one-page models—four-step strategies, canvases, strategy maps—believing that if...
by Rob Malcolm | Apr 13, 2026 | Source Note
Definition Purpose is not defined. It is revealed through disciplined engagement with the organisation’s lived experience. It emerges when people collectively surface: What is and is not working. What matters. What must not be compromised. What should be created....
by Rob Malcolm | Apr 9, 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. The Structural Trap Organisations are conditioned to operate in domains where: Cause and effect are clear. Agreement...
by Rob Malcolm | Apr 9, 2026 | Source Note
How a situation is framed determines how it is approached — and what actions are considered appropriate. Framing is an act of sensemaking. It shapes the mindset applied to the situation, and that mindset directly influences action. If a complex situation is framed as...