X marks the spot for reflexive practice

Reflective and Reflexive Practice According to Plato, Socrates said “The unexamined life is not worth living” as he faced trial for alleged “impiety and corrupting youth”. Subsequently used to promote the virtues of philosophy, the quote may also be seen as a precursor to more recent encouragements for leaders and professionals to engage in reflective… Continue reading X marks the spot for reflexive practice

Validity and Validation in your non-profit

We all seek validation Most of us are very familiar with the kind of validation offered when others like or share our social media posts. This emotional validation involves processes of uncovering, accepting, approving, and hopefully understanding, the emotional experience of another person. Organisations also seek a similar form of validation when they monitor engagement… Continue reading Validity and Validation in your non-profit

Foolosophy in the boardroom

Archetype lenses In systems thinking, we often use mental models, of which the archetype is one variety, to provide us with a lens that helps to simplify the ‘story’ of what’s happening in our work and social environment. Archetypes come in many shapes and sizes. At the macro level, system archetypes decompose the elements and… Continue reading Foolosophy in the boardroom

Measuring NFP Measures

Arguably, next to your non-profit board’s responsibility for setting directions for your organisation, the monitoring and evaluation of performance and conformance are the two next most significant board roles and activities. Central to these monitoring and evaluation activities is the use of metrics and indicators (see Locus Focus Vs Hocus Pocus for distinctions between these… Continue reading Measuring NFP Measures

Thinking about ‘Thinking Hats’

Thank you to the reader who responded to my post on ‘The 7th and 8th Thinking Hats‘ by asking: “Is there a 9th Thinking Hat? If so can you please tell me?” While I was originally going to reply to this query in the comments below the article, as I started drafting that reply, it… Continue reading Thinking about ‘Thinking Hats’

Reflective Governance: The MELD Model

The MELD Model is a blend, or ‘melding’, of the COBIT5 EDM Governance Model and the Triple-Loop Learning Model, which has its origins in the work of Profs Chris Argyris and Donald Schon. MELD stands for Measure, Evaluate, Learn, and Direct. See the header image above. This contrivance is simply an elaboration of the Evaluate,… Continue reading Reflective Governance: The MELD Model

Multi-focal Views of Organisational Culture

Organisational Culture – Part 2 Gaze Awareness In sociology, critical theory, and psychoanalysis, ‘the gaze‘ refers to the awareness and perception an individual or group has of other individuals, other groups or themselves. In literary criticism, for example, the gaze of the writer and the gaze of the reader are often the subject of comment.… Continue reading Multi-focal Views of Organisational Culture

Continuous Reflective Governance

I’d like to amplify some points made in my previous post, which argued that directors need to continuously monitor their internal and external circumstances. The header image above illustrates the point that reflective governance requires ongoing monitoring and evaluation to determine new and emerging priorities (the EDM Governance Model), and that the data being analysed… Continue reading Continuous Reflective Governance

Diagnosis and Treatment in Leadership

I’ve long valued Bryan Whitefield’s insights and guidance on risk and adaptive leadership matters, and his recent article (highly recommended) on diagnosis and action at the Self and System levels, reminded me of another broad parallel I had noticed between health service and leadership concepts and processes. The ‘standard’ treatment process used by health practitioners… Continue reading Diagnosis and Treatment in Leadership