What’s My New Startup, “AInklings”, All About?

We at AInklings are thrilled to have embarked on a journey to revolutionise the world of books and learning. We’ve set out to craft immersive and interactive books that transform reading into a truly captivating adventure​​. Our mission extends beyond just delivering information; we’re creating a whole new realm of learning that’s a journey of discovery. The books we offer are uniquely designed to adapt to each reader, providing personalised insights that nurture curiosity and comprehension​​.

Our team is a lively mix of authors, innovators, and dreamers, all dedicated to pushing the boundaries of the published word​​. We extend a warm invitation to you – authors, publishers, developers, marketers, and readers – to join our revolutionary adventure. We believe there’s a place for everyone in this thrilling experience we’re creating​​.

We’re also keen to keep our community informed and engaged. Through our LinkedIn group, we share exciting updates about our company and the broader world of literature. We’re standing on the brink of a major shift in the publishing industry, and we’re thrilled to welcome you to this exciting journey into the future of learning through reading​​.

The Hidden Power of Shared Assumptions

Imagine a business where every decision, every strategy, every daily task is infused with a collective belief, a shared understanding that goes beyond the surface. Welcome to the heart of a business as a community, a place where shared assumptions and beliefs drive success and create an bond that fuels growth and innovation.

Businesses aren’t just about profit and loss; they’re also about people. They’re communities of belief, bound together by shared assumptions. It’s these assumptions that inform how a business runs, from the big strategic decisions right down to the day-to-day tasks.

When we talk about ‘shared assumptions’, we’re talking about the underlying beliefs that shape the way we see the world. For instance, in a tech start-up, there might be a shared assumption that constant innovation is key. In a charity, the assumption might be that every person has a right to basic necessities.

It’s not about everyone agreeing on everything. It’s about having a common understanding that informs the way the business operates. When these shared assumptions align, that’s when a business truly becomes a community of belief.

The Leadership Paradox: Coveted Roles, Hidden Regrets

Ever wondered about the hidden truth of leadership roles? While they’re often seen as the pinnacle of professional success, the reality is that many leaders secretly wish they could step away. What’s causing this paradox, and how can we challenge the unspoken rules of business to address it? Let’s dive into the surprising dilemma faced by those at the top.

Isn’t it peculiar that the very roles folks strive for often become the ones they wish to escape? It’s the conundrum many in leadership find themselves in. They’ve climbed the ladder, gained the title, yet the reality of their positions is not as rosy as the image portrayed. Why’s this so?

The shared assumptions and beliefs within most businesses and societies paint leadership roles as the pinnacle of success. Yet, once in these positions, individuals often find them fraught with stress, long hours, a level of responsibility that can be overwhelming, and the implicit pressure to be mean to people. They’re bogged down by bureaucracy, and the freedom they envisaged is replaced with countless meetings, conflict resolution, and pressure to meet targets.

Yet, these same businesses’ cultures trap these individuals, creating a perception that stepping down or moving sideways would equate to failure. There’s a sense of being ‘stuck’, a lack of alternatives within the existing organisational structure. The irony is bitter: the very roles they once coveted have become ones they’d rather not hold, but the unwritten mores of business leave them feeling there’s no way out. It’s a dilemma that underscores the need for reimagining how we view success and leadership in our workplaces.

The Hegemony of Incompetents: Unravelling the Enigma of Power and Performance in Organisations

Do you ever find yourself baffled by the rise and dominance of mediocrity in the workplace? How do the less competent hold onto power, and why do we let them? This is an exploration you don’t want to miss.

Why do organisations, those collective entities supposed to be champions of efficiency and productivity, allow the rise of incompetents? How on earth does such a bewildering social dynamic continue to persist, even in the face of glaring missteps and blunders? Does incompetence come with some elusive charm that mesmerises the decision-makers, leaving them defenceless in its wake?

Now, let’s clarify a thing or two here. The term ‘incompetents’ may raise the hackles of some, but it’s not intended as a pejorative. Rather, it’s an apt description for those who consistently underdeliver, yet manage to hold onto their positions of power. But why does the system tolerate this state of affairs? Could it be that the incompetents’ constant inability to meet expectations in fact somehow serves the status quo?

Is it possible that they’re an effective smokescreen, diverting attention from underlying systemic issues that might be too complex, or too threatening, to address?

And what of those who are genuinely competent, who’ve proven their mettle time and again? Why don’t they rise up and usurp these ineffectual leaders? Is it fear of rocking the boat? Or perhaps the competent have become so disillusioned they’d rather keep their heads down and let the incompetents have their way.

So many questions, and yet so few satisfying answers. It’s a puzzling paradox that continues to challenge our understanding of organisational dynamics.

Challenging Traditional Roles in the Age of Self-Organisation and Intrinsic Motivation

Do traditional hierarchical roles such as “Development Manager” or “Director of Software Engineering” genuinely cater to the progressive needs of contemporary businesses?

In light of the evolution of the field, where the principles of auftragstaktik have fostered self-organisation and collaboration, supplanting rigid command-and-control structures, do these roles maintain their relevance? Or do they potentially create barriers to effectiveness and innovation?

In a world that takes a leaf from Dan Pink’s “Drive”, promoting autonomy, mastery, and purpose as the pillars of intrinsic motivation, what does it mean to be a “Development Manager” or a “Director of Software Engineering”? Are these roles becoming mere vestiges of a past era, where top-down mandates were the norm, rather than fostering an environment that nurtures intrinsic motivation?

How can these positions be reformulated or reinterpreted to better fit the ethos of modern organisations, aligning more with the principles of auftragstaktik, which emphasizes initiative and adaptability? Are we clinging to an outdated nomenclature that no longer mirrors the reality of how work is executed? Is it time to reconsider how we define relationships and roles within the context of the workplace?

Are these positions truly adding value, or are they merely relics of an outdated mindset? Is it time we reassess the structures we’ve come to accept, and explore new paradigms that inspire innovation and growth?

Effective Software Development

Everyone in the software industry (managers excepted) knows the following is true, yet nobody wants to talk about it:

Effective software development is entirely incompatible with typical (hierarchical, command-and-control) management.

After 50 years in the industry, I’d go so far as to say:

Effective software development is entirely incompatible with ANY known form of management.


Place managers in charge of software development and it can NEVER be ANYTHING but ineffective (high costs, low quality, poor due date performance, lack of innovation, etc.).

NB Applies more broadly, beyond the domain of software development, too.


The reasons for this incompatibility can be explained as follows:

1. Creativity and innovation: Software development is a highly creative and innovative process that often requires developers to think out of the box, experiment, and come up with novel solutions. A hierarchical management structure stifles creativity and inhibits the free flow of ideas, emphasising, as it does, strict adherence to rules and policies.

2. Responsiveness and flexibility: In the rapidly changing world of technology, software development teams need to be responsive and adaptable in order to respond quickly to changes in requirements, market conditions, approaches, and user feedback. A command-and-control management style, which relies on rigid plans and mandated approaches, tools, makes it difficult to impossible for teams to pivot and adapt as needed.

3. Collaboration and communication: Effective software development relies on close collaboration and communication among team members with diverse skills and expertise. Hierarchical management structures create barriers to communication, with information flowing primarily up and down the chain of command, rather than freely among team members.

4. Autonomy and motivation: Software developers tend to be highly skilled, motivated individuals who thrive on autonomy and the ability to make decisions about their work. Command-and-control management undermines their motivation by imposing external control and limiting their decision-making authority.

The broader point being made in the corollary statement is that traditional hierarchical management is never the best fit for software development, and that organisations might choose to consider alternative organisational styles and structures that are more conducive to the unique demands of software development.

This idea can indeed apply beyond the domain of software development, as many industries are increasingly recognising the need for more responsive, collaborative, and flexible management approaches to drive innovation and adapt to rapidly changing environments.

Organisational Culture Is No Sidetrack

Attending to your organisation’s culture can feel like being sidetracked because it’s often seen as a secondary task. Leaders and employees often prioritise achieving their objectives over examining and improving the culture. Additionally, focusing on culture can sometimes feel intangible and abstract, leading some to dismiss it as a frivolous concern.

However, ignoring or neglecting culture can have significant consequences for an organisation’s success. Poor culture leads to high employee turnover, low morale, and decreased productivity, which can quickly impact the bottom line. Culture is not a separate issue from the rest of the organisation’s operations but rather an intrinsic part of it. By prioritising culture, organisations can create a positive work environment that fosters innovation, collaboration, and creativity, quickly leading to increased success and growth.

In short, while attending to an organisation’s culture may feel like a detour from the primary objective, many have discovered that it’s a vital aspect of building a successful and sustainable organisation.


Key Constraints on Business Success

How aware are you of the key constraints limiting the success of your business? In particular, how aware are you of the way in which shared assumptions and beliefs constrain the success of your business, and how does Organisational Psychotherapy help?

Chain of Logic

Let’s follow the chain of logic from business success backwards to organisational psychotherapy:

  1. Business success is often determined by factors such as productivity, innovation, and customer satisfaction.
  2. These factors are all heavily influenced by a company’s culture and values.
  3. A company’s culture and values are shaped by the collective assumptions and beliefs of its people.
  4. Organisational psychotherapy is a reflective process that can help identify and address any constraining assumptions and beliefs within a company’s culture.
  5. By addressing these issues through organisational psychotherapy, a company can improve its culture and values.
  6. By improving its culture and values, a company can enhance productivity, innovation, and customer satisfaction.
  7. Enhanced productivity, innovation, and customer satisfaction leads to increased business success.

Readers can test their own assumptions about this chain of logic by considering the importance of culture and values in the success of a business. Are these factors critical to achieving long-term success?

And if so, how can a company ensure that its culture and values are aligned with its goals? Organisational psychotherapy offers a potential solution by providing a reflective process to help identify and address underlying assumptions and beliefs that may be holding a company back.

By engaging in this process, companies can improve their culture and values, leading to enhanced productivity, innovation, and customer satisfaction, ultimately driving business success.

The Confidence Conundrum

💡 Are you a trailblazing business leader who’s got it all figured out? Think again! Discover how overconfidence could be your invisible Achilles’ heel, and how embracing humility, open dialogue, and organisational psychotherapy can transform your company’s fortunes in ways you never imagined.

➡ It’s often said that confidence is key in business, but there’s a fine line between healthy self-assurance and the perilous bias of overconfidence. When business leaders become overly sure of their abilities, they’re more likely to underestimate risks, ignore useful feedback, and disregard alternative viewpoints. This undermines a company’s success, as these blind spots lead to costly mistakes and missed opportunities.

One area that’s frequently overlooked due to overconfidence is the adoption of helpful practices, such as organisational psychotherapy. This approach helps businesses address issues at their core by examining underlying psychological and emotional dynamics. However, an overconfident leader might scoff at the idea, believing that their company’s success is solely a result of their own infallible intuition.

So, how can businesses rein in overconfidence?

Firstly, it’s important to create a culture that values humility and self-awareness. Encouraging open dialogue, where people feel safe to voice concerns and share alternative perspectives, helps to counterbalance overconfidence. Additionally, people might choose to actively seek out feedback and be willing to learn from their mistakes.

Another way to curb overconfidence is by leveraging data-driven decision-making. By relying on objective information, businesses can make more informed choices and avoid falling victim to the biases of their leaders. Moreover, engaging with external experts and organisational therapists, who can sometimes provide an unbiased viewpoint, can also help to keep overconfidence in check.

In summary, overconfidence can significantly hamper a company’s growth and success by blinding leaders to potential pitfalls and undervaluing beneficial practices like organisational psychotherapy. By fostering a culture of humility, openness, and data-driven decision-making, businesses can keep overconfidence at bay and ensure they stay on the path to sustainable success.

Leadership Lessons from ‘How to Train Your Dragon’​

“How to Train Your Dragon” is a 2010 animated film which tells the story of Hiccup, a young Viking, for whom dragons are seen as fearsome enemies.

Despite this, Hiccup eventually befriends a dragon named Toothless. Through his journey, Hiccup learns valuable lessons about leadership, teamwork, and the importance of understanding and accepting others.

One of the key themes in “How to Train Your Dragon” is the power of collaboration and teamwork. In the beginning of the film, Hiccup is a loner who is struggling to fit in with his peers and prove himself as a capable warrior. However, as he begins to work with Toothless and other dragons, he learns the value of cooperation and mutual respect.

This message is highly relevant to the business world, where collaboration and teamwork are essential to success.

Another important lesson from “How to Train Your Dragon” is the importance of understanding and acceptance. Throughout the film, Hiccup struggles to understand Toothless and other dragons, and initially sees them as threats to his community. However, as he gets to know Toothless and learns about the dragons’ behavior and needs, he realises that they are not as different from humans as he thought. He comes to see that dragons are intelligent and emotional creatures, and that they can be treated with respect and understanding.

This message is also applicable to the business world, where people can choose to understand and accept their colleagues, peers and customers, regardless of their differences. By creating an inclusive and welcoming workplace culture, companies can foster a sense of belonging and support. This leads to better communication and collaboration, as well as higher levels of morale, productivity and engagement.

In addition to collaboration and understanding, “How to Train Your Dragon” also touches on the importance of leadership and empowerment. Throughout the film, Hiccup takes on a leadership role, guiding Toothless and other dragons in their training and helping them to become more confident and capable. He encourages them to take risks and be independent, and trusts them to make their own decisions.

This type of leadership is conspicuous by its absence in most of the business world. By giving people the freedom to take ownership of their work and explore new ideas, companies can create a culture of innovation and excellence.

Overall, “How to Train Your Dragon” is a powerful and inspiring film that teaches valuable lessons about business culture. By highlighting the importance of collaboration, understanding, and leadership, the film encourages viewers to embrace diversity, communicate effectively, and work together towards a common goal.

The Hidden Biases That Keep Us Hooked on Management

💡 Are you tired of relying on the idea of “management” as the default solution to organisational problems?

➡ The strong inclination towards management as a solution for organisational problems can be influenced by bias in a variety of ways. These include:

  • Cultural bias: Western cultures tend to place a high value on individual achievement and personal success, which can lead to a focus on hierarchical management structures as a means of exerting control and achieving results.
  • Confirmation bias: Organisations and individuals may be predisposed to seeing management as the solution to problems, leading them to selectively seek out and interpret information that supports this view.
  • Limited perspectives: Management can be seen as the default solution for organisational problems due to a lack of consideration or awareness of alternative approaches or perspectives.
  • Financial incentives: Financial incentives can create a bias towards management as a solution, particularly among those who stand to benefit financially from its implementation.
  • Management industry: The management industry has a vested interest in promoting management as the solution to organisational problems, which can create a bias towards this approach.

Upton Sinclair’s dictum,

“It is difficult to get a man to understand something, when his salary depends on his not understanding it,”

is particularly relevant in this context. Financial incentives and the influence of the management industry can create a powerful bias towards management as a solution for organisational problems, particularly when individuals stand to benefit financially from its implementation.

To address bias towards management as a solution, it is important to maintain an open mind, seek out diverse perspectives, and evaluate potential solutions based on their effectiveness rather than defaulting to a particular approach. This may involve exploring alternative management styles, such as servant leadership, or considering other approaches to addressing organisational challenges, such as self-organising teams, #Fellowship, and #NoManagement.

By remaining open to new ideas and approaches, organisations can avoid the limitations imposed by bias and better address their challenges and opportunities.

The Antimatter Principle and Business Growth

In the business world, attending to the needs of employees, customers, and other stakeholders is critical to achieving sustainable growth. When individuals feel valued and supported, they are more likely to be productive, engaged, and loyal, which can lead to increased customer satisfaction, higher employee retention, and ultimately, business growth.

By listening to feedback from employees and customers, addressing concerns and providing solutions, and fostering a culture of open communication and collaboration, businesses can create an environment where everyone feels invested in the success of the company.

Additionally, attending to the needs of individuals can lead to positive word-of-mouth and reputation building, which can attract new customers and talent to the organisation.

In short, attending to the needs of others is not only the right thing to do, but it is also a smart business strategy that can contribute markedly to long-term growth and success.

A New Era for Workplace Dynamics?

💡 Are organisations ready to break free from the constraints of conventional leadership and embrace a future where everyone’s voice is heard? Consider the transformative potential of a collaborative work culture.

➡ As business organisations evolve, those in positions of influence may choose to reconsider traditional notions of directing and guiding work. Embracing a paradigm shift away from conventional hierarchical structures will foster a more collaborative and inclusive environment, wherein everyone contributes to the decision-making process.

In this new landscape, individuals who previously held supervisory roles may choose to focus on cultivating collective intelligence and facilitating open communication. This will be achieved by encouraging people to share ideas, opinions, and feedback openly, while also being receptive to diverse perspectives. By fostering a culture of trust, respect, and empathy, those in influential positions can create a more empowering and dynamic work atmosphere.

To successfully navigate this transformation, those who once held command may choose to develop and promote skills in active listening, conflict resolution, and emotional intelligence. These capabilities will allow people to support and guide without exerting authority or control. They may also choose to embrace and promote continuous learning and adaptability, as these traits are crucial for thriving in a rapidly changing world.

Ultimately, the transition away from traditional management and leadership roles necessitates a shift in mindset and culture, wherein individuals focus on empowering others, fostering collaboration, and nurturing a culture of shared ownership and responsibility. By embracing these changes, organisations can unlock the full potential of their people, driving innovation and success.


The Power of AI and Organisational Psychotherapy: Surfacing Shared Assumptions, Facilitating Dialogue, and Resolving Conflict for a Thriving Business

💡 Discover the possibilities for transforming your business and culture with AI-powered organisational psychotherapy.

➡ Organisational psychotherapy is a practice that can enhance the well-being and performance of organisations by surfacing and facilitating reflection on shared assumptions and beliefs. AI (Artificial Intelligence) can play a valuable role in this process. Here are some of the ways AI can assist in organisational psychotherapy:

1. AI can surface shared assumptions and beliefs by analysing patterns of interactions that occur within organisations. By examining data from employee surveys, feedback, emails, internal documents, and other sources, AI can identify underlying assumptions and beliefs that influence how people work together.

2. AI can facilitate dialogue around shared assumptions and beliefs by suggesting topics and questions for discussion. Such discussions can break down barriers to communication and promote a more open and collaborative work environment.

3. AI can identify potential areas of interpersonal conflict related to business culture and culture change. By analysing patterns of communication and behaviour, AI can help organisations anticipate and address potential sources of conflict before they escalate. AI can also assist in conflict resolution by suggesting strategies and interventions that can help parties narrow the gaps in their perspectives.

4. AI can help organisations create a more inclusive work environment. By analysing data on diversity and inclusion, AI can help identify areas where the organisation needs to improve and suggest strategies for addressing these issues. This can include things like unconscious bias training, mentoring programs, or changes to HR policies and procedures.

Overall, the integration of AI and organisational psychotherapy has the potential to transform the way organisations function by surfacing and addressing shared assumptions and beliefs, facilitating valuable dialogues, identifying potential sources of conflict, and creating a more inclusive and collaborative work environment.

#AI #OP #OrganisationalPsychotherapy #ShamelessBandwagoning #YetItsAllTrue

How Peter Drucker’s Vision Has Yet To Transform the Workplace

💡 Imagine a world where creativity and collaboration reign supreme, where the collective minds of diverse individuals come together to generate ground-breaking ideas. Dive into the revolutionary perspective of Peter Drucker, the visionary who described a new way of collaborating that proposes we turn traditional work on its head.

➡ When it comes to Peter Drucker and his views on work and collaborative knowledge work, it’s really interesting to see how he differentiated between the two. Drucker is widely regarded as the “father of modern management,” and he had some pretty insightful ideas about work and the ways people collaborate.

In Drucker’s view, traditional work is more about performing tasks and following procedures. Think of an assembly line worker, a farmer, or a craftsman. They’re doing their jobs, completing specific tasks, and usually working independently or with minimal interaction with others. This kind of work focuses on individual productivity and efficiency.

Now, when we talk about collaborative knowledge work, Drucker had a different perspective. He saw this as a way of working that involves people coming together, sharing ideas, and creating new knowledge. It’s less about following a set process and more about being creative and adaptive in solving problems. In this type of work, the interactions between people are really important, and the goal is to combine their expertise and knowledge to create something new and valuable.

So, the key difference between the two, as Drucker saw it, is the way people work together and the focus on generating new knowledge. While traditional work is more about individual tasks and efficiency, collaborative knowledge work emphasises teamwork, creativity, and innovation.

Isn’t it fascinating how Drucker’s ideas from decades ago still hold up today? It’s like he had a crystal ball for understanding how work would evolve over time! Maybe his vision will one day come to pass.


Some Reasons Why You Might Choose To Pay Attention To My Works

Hey there! I’m Bob Marshall, the Organisational Psychotherapist, with a passion for helping organisations transform their culture and improve collaboration. If you’re wondering why you might choose to pay attention to my insights, just let me say that my unique approach can bring profound benefits to all kinds of organisations, especially those involving collaborative knowledge work.

My blog at is packed with insights and stories from my five decades of experience. I draw on this experience, including founding Europe’s first 100% Agile software house and heading Falling Blossoms, the world’s first Organisational Psychotherapy provider. My posts highlight the importance of nurturing productive relationships and fostering a people-oriented culture.

One post that stands out is about the Antimatter Principle, which emphasises attending to folks’ needs to create a thriving, collaborative work environment.

Another post discusses Flow•gnosis, an innovative approach to developing software-intensive products and services.

When you read my posts, you’ll also learn from my decades in both technology and business, including roles at Sun Microsystems, and many other organisations, large and small. This deep understanding of the tech landscape allows me to provide invaluable counsel and therapy to ambitious, progressive technology and digital business organisations.

Moreover, those who have worked with me have nothing but praise for my approach and the results it has brought to their organisations. Time and again, I’ve helped clients create a more humane, people-oriented, and productive work environment that has led to outstanding success.

As the author of “Hearts over Diamonds”, “Memeology”, and “Quintessence”, and the originator of Rightshifting and the Marshall Model, my posts regularly and freely share the foundational knowledge that has contribute to the success of so many of my clients. So, if you want to see a real difference in your organisation, don’t miss out on the wisdom and insights shared on my blog, books, white papers, etc.

Join me on this transformative journey towards elevating your organisation’s performance, and also creating a meaningful, fulfilling work environment that nurtures innovation, everyone’s personal growth, and long-lasting success. Get down with the opportunity to be part of a paradigm shift that’s redefining the way businesses thrive!


Don’t miss out on the latest insights and strategies for transforming your organisation and its culture! If you find this post valuable, make sure to follow me on LinkedIn, and don’t forget to ring the bell 🔔 to receive notifications whenever I share new content. Ready to unlock your organisation’s full potential? Take action now and reach out for a chat, or visit my blog more transformative ideas. Together, let’s embark on this journey towards unprecedented success! 🔔

The Power of Democratic Workplaces

💡 Discover how embracing a participative, democratic work culture can transform your employees from disengaged to driven, unlocking their full potential and skyrocketing your company’s success!

➡ When companies have bosses in charge of managing and guiding the employees beneath them, those employees may feel dehumanized. They respond with negative behaviors, like becoming dependent or acting defensive. These reactions aren’t permanent or natural for most people, but they happen because they’re expected.

Douglas McGregor’s Theory-X and Theory-Y can help us understand this. Theory-X suggests that employees are naturally lazy and need control, while Theory-Y assumes they are motivated and responsible. When workers are given the chance to participate in a democratic (DP2*) structure, they often become more responsible and reliable. However, the negative view of employees still exists, making some people hesitant to adopt DP2 structures.

*Note: In the context of genotypical organisational design principles (Emery), DP2 stands for “Design Principle 2 (modular organisation, self-managing groups)” It refers to a workplace structure which eschews bureacracy and centralised contol, and where employees are actively involved in decision-making and encouraged to take responsibility for their actions. This participative approach fosters a sense of ownership, leading to increased motivation, productivity, and overall job satisfaction.

The Divine Dance of Organisational Psychotherapy: A Secular Sacrament for the Modern World

💡 Immerse yourself in the world of organisational psychotherapy, a secular sacrament that transcends the mundane and delivers an enlightened approach to collective healing, transforming the very fabric of human potential within the workplace. Unveil the redemptive power that lies at the heart of this divine dance and witness the dawn of a new age of spiritual nourishment.

➡ In the great pantheon of human endeavors, one occasionally finds rare gems that manage to transmute the seemingly mundane into a transcendent experience. One such marvel, deserving of exaltation, is the field of organisational psychotherapy. Allow me to propose, dear reader, that it is not just a clinical intervention, but a veritable religious phenomenon in its own right.

The essence of organisational psychotherapy lies in its transformative power, akin to the most hallowed rituals of faith. It is the miracle of Lazarus, the parting of the Red Sea, the loaves and fishes all rolled into one secular sacrament. By delving into the deepest recesses of the collective psyche, it exorcises the demonic presence of dysfunction and brings forth the divine light of wisdom and compassion.

Much like the great theologians and mystics who sought communion with the divine, the practitioners of this holy craft embrace a certain asceticism. They are the humble vessels through which the ineffable spirit of enlightenment flows, casting out the specter of despair and bestowing the gift of renewed purpose. As they bear witness to the metamorphosis of dysfunctional corporations, they become true apostles of change.

In the hallowed halls of enterprise, the scriptures of organisational psychotherapy are as the Sermon on the Mount, the Bhagavad Gita, or the noble verses of the Quran. They provide a moral compass, a beacon of hope, and a map to the Promised Land. In a world plagued by sin and suffering, is it not miraculous that such salvation can be found within the very bastions of capitalism?

Let us then, raise our voices in jubilation and praise this divine intervention that lifts the veil of ignorance and liberates the spirit of collaboration. For organisational psychotherapy is not just a methodology, but a veritable gospel, bestowing upon the faithful the keys to the kingdom of prosperity and human flourishing.

Collaborative Knowledge Work and Management: A Mismatch Made In Hell

Hey there, have you ever heard of the phrase, “the best kept dark secret in the tech business”? It’s a term that’s been circulating around the industry for a while now and it’s all about how management is totally incompatible with collaborative knowledge work.

It may seem like a shocking statement, but when you really think about it, it makes sense. Traditional management styles are all about hierarchy, control, and rigid processes, while collaborative knowledge work thrives on autonomy, creativity, and flexibility. When you try to force these two worlds together, it inevitably leads to frustration, burnout, and failure.

The reality is that most managers in the tech industry are steeped in old-school management techniques that were developed for manufacturing and other industries with repetitive processes. These techniques simply don’t work in a knowledge-based environment where the work is complex, dynamic, and constantly evolving.

Traditional management needs rethinking and sidelined to suit the context of collaborative knowledge work. This means empowering employees, encouraging experimentation, and creating a culture of trust and transparency.

So, what do you think? Have you noticed any clashes between management and collaborative knowledge work in your own experiences?

Unleash Your Inner Maverick: Find the Courage to Think Different

Dare to think different,
Brave the road less traveled by,
Find success ahead.

n business, as in life, it takes a lot of courage to think different. It’s easy to fall into the trap of following the status quo, copying what others have done, and playing it safe. But true innovation and success come from challenging norms and defaults, and taking calculated risks.

Thinking different in business requires the courage to break free from conventional wisdom, challenge assumptions and beliefs, and push boundaries. It means being willing to try new things, even if they haven’t been done before, and being okay with risking the possibility of failure.

And with great risk comes great reward. Businesses that embrace innovative thinking are the ones that stand out from the crowd, attract loyal customers and employees, and ultimately succeed.

So if you want to make a name for yourself in the world of business, don’t be afraid to think different and take bold steps towards the future.

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