"We can’t control systems or figure them out. But we can dance with them."| thelsweekly.substack.com
This is part II of a series on loosely coupled systems. Building on Karl Weick's notion of loose coupling introduced previously, I examine how leadership in these organizations differs from traditional command and control structures. Chinese appliance manufacturer Haier pioneered a radical organizational model called RenDanHeYi, which loosely translates to| Leading Sapiens
Training in biases is standard fare these days. However, I see managers regularly fall for one particular bias: the fundamental attribution error. Unlike other biases, FAE directly affects several aspects of leadership. In this piece, I dive into what fundamental attribution error is, how it trips up leaders, and ways| Leading Sapiens
The systems thinking iceberg is a useful thinking model for leaders when dealing with intractable problems that never seem to go away. Part of the challenge is what the model calls “events” — surface level issues that are constantly on our radar — which are essentially fire-fighting, but that never really address| Leading Sapiens
In today’s edition, I share a hilarious passage that captures an unfortunate reality of both how we work and live. It’s followed by my own observations on peak performance, and an entire collection of pieces covering different aspects of the same phenomenon.| thelsweekly.substack.com
Understanding systems thinking is a must for modern leaders. In Reading the Room, David Kantor outlines a list of leadership capacities based on systems thinking and structural dynamics. They are particularly useful as a reference for developing your own leadership philosophy, practice, and model. Some of the terms Kantor uses| Leading Sapiens