Thinking for leaders dealing with persistent problems
Karamawari writes about the organisational patterns that make recurring problems difficult to see and expensive to leave unresolved: how evidence becomes representation, why reasonable fixes fail, where capacity disappears and what leaders can learn when the same outcome keeps returning.
The Most Dangerous Problems May Be Hiding Inside Your Best Results
Failure attracts investigation; success often earns the organisation permission to stop asking questions. When a major project fails, executives want to know why. Reviews are commissioned. Decisions...
Your Low Attrition Rate May Be Telling You Almost Nothing About Your Culture
Some organisations discover how fragile their culture is only when the job market improves. For years, employee retention has been treated as a reassuring signal. Attrition is low. People are...
The Most Expensive Problem May Be the One You Keep Misdiagnosing
A wrong diagnosis does not merely waste the cost of one solution; it can quietly determine where the organisation wastes money for years. When performance deteriorates, leadership teams...
Your Heroes May Be Saving the Business From a Problem the Business Keeps Creating
When the same people repeatedly save the day, CEOs should be asking why the day keeps needing to be saved. Most organisations admire heroic performance. A major project begins to unravel and an...
Outliers Has a Lesson for CEOs: Stop Blaming the Problem and Study the Conditions
When a costly problem keeps returning despite capable people repeatedly trying to fix it, the most dangerous assumption may be that the failure belongs to the people closest to it. That is one of...
The Fugitive Problem: What CEOs Can Learn From a Man Who Refused to Accept the Wrong Answer
The most expensive recurring problems survive because organisations become better at pursuing the accepted explanation instead of questioning whether it was ever right. The 1993 film The...
