Dr Mike Carter

Dr Mike Carter

Chief Scientific Officer

Dr Mike Carter Chief Scientific Officer

Woman at laptop
December 21, 2020

White paper by Doctor Mike Carter: Philosophy of the Footdown Model

Organisational Inquiry: General and Simple to Simple and Accurate Leaders Acknowledging Trade-Offs  Curious leaders want to know what’s going on in their organisations, the issues that might be impeding high performance and what their colleagues are really thinking. Curious and determined leaders make it their business to find out the answers to these questions, but […]

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November 13, 2020

Why resistance to change for Trump is a matter of nature and nurture

This article is a refreshingly honest account of how intuitive sensemaking drives our emotional response to our environment.

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November 6, 2020

Amplifying the quiet voices

Creating the right organisational culture and psychological safety necessary to give voice to quiet, diffident and dissenting colleagues is a laudable ambition.

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October 8, 2020

The blunt trauma of Boeing caused by a faulty ‘nervous system’

People who cannot feel pain because of a faulty central nervous system (CNS) are faced with recurrent high risk and shortened lives.

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September 4, 2020

Intuition doesn’t ‘suit’ everyone – but it can save us from other dangers!

This article is a refreshingly honest account of how intuitive sensemaking drives our emotional response to our environment.

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September 3, 2020

Imitation really isn’t the sincerest form of flattery!

We can admire the attributes and skills of others but attempting to imitate them will result in a weak pastiche of the real thing.

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September 1, 2020

Building failure into success?

Complex environments cannot be fully engaged and understood by holding faith with established routines and meanings as they require continuous updating.

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September 1, 2020

If you want to protect innovation in your organisation, measure your culture climate!

The ways that a lack of socialisation leads to long-term damage for organisations and their people

A graphic of some cubes surrounded by data
August 25, 2020

Is organisational change really that easy?

Changing what a company ‘is and does’ implies 2nd order, radical change.