Insight

Insights written by Authentic Organization.

Insight

The silent saboteur of change

It’s a cliche that organizations and people resist change. This cliche is nicely embedded into change management initiatives to “manage resistance” – although way less frequently than you may think. When it happens it is done politely, in a civilized way, usually by cheerful facilitators. I think this whole thing is comical....

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Insight

Intellectual cowardice, bureaucracy, restructuring

People in management usually polarize between “what should be” and “what is“. Their position on this scale depicts very distinct types. The “what’s possible” usually becomes a matter of opinion but -quite logically- the closer it is to “what is”, the more likely it is that the possibility may become an actuality… but:...

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Insight

Authenticity

“Something can be rejected competently only by the one who is at the same time able to defend it perfectly. And something can be advocated competently only by the one who is able to reject it perfectly.” – Andras Laszlo. Truth is that we don’t need to be authentic to be successful in business; business …...

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Insight

The break-through paradox

I’ve spent a lot of time listening to great managers analyzing their mistakes. One of the patterns that emerged is what I like to call “breakthrough paradox”. I have heard many stories of failed efforts to solve this significant success factor; and I heard some success stories, too. A simple definition of a breakthrough paradox...

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Insight

Loud-mouthing

We learn stuff: in schools, courses, conferences, from reading and conversations. Then we repeat, often without much actual thinking in between. This is bad enough but it gets worse: whoever repeats stuff louder is considered to be better. If somebody goes the extra mile and also becomes more aggressive, she’s often considered to be a...

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Insight

Emotional detachment in leadership

It’s almost obvious that both sympathy and antipathy, once they influence decisions and choices, are disadvantageous in leadership situations. Sympathy and antipathy are conditioned, emotional states. Sympathy maybe evoked by weakness and antipathy by strength. They maybe based on temporary perceptions, opinions, etc. and once...

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Insight

The thought leadership problem

There is a clear deficit of authenticity in the intellectual domain. We see the devastating consequences of this deficit in politics, in arts, in the business domain and of course in academia. How to fix this: don’t read stuff you’re not interesting in! write about stuff you’re interested in, before you read stuff on the …...

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Insight

The funny business of culture

It’s possible to prove with just one sentence why all initiatives around corporate culture unavoidably fail: culture is an organic concept, while corporations are mechanical organizations. “Corporate Culture” is an oxymoron: an absurd concept that can’t be realized because it contains an innate contradiction. From the this...

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Insight

Originality

It would be flat out crazy to discredit the originals just because there are much more copycats; yet this happens all the time: think about the startup scene, the investment scene (vc, pe), management theories and practices or if we want to go a little deeper, about philosophies and arts. The problem is complex but …...

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