Dr Mike Carter

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 […]

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

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

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

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

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

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

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

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