In the last edition of Cultural Intelligence, we canvassed the concepts of ‘softball’ and ‘hardball’. It’s fair to say there are varying views on the extent to which we should focus on each of these in our day-to-day work! We’ll fuel the fire a little more below, with an article by Steve Simpson on the

It’s really difficult to comprehend the argument that there is no absolute ‘reality’ – that each of us interprets events through our own experiences and inherent biases. Steve Simpson contends that this is indeed the case – and that in our quest to understand the world through generalisations, we can sometimes make seriously flawed judgements…

Many organisations are wracked by internal dynamics that conspire to actively work against optimal performance. Sometimes, the internal issues are obvious – management weaknesses, overt conflict and insufficient resources are examples of these. But in other instances, the negative internal dynamics are much more subtle and difficult to observe…. When I studied for my Masters

UGRs – ‘Unwritten Ground Rules’ are a new way of thinking about and managing an organisation’s culture. They inflict a great deal of pressure in terms of how people should behave. But how do they start? Much of the discussion on UGRs in Steve Simpson’s book (UGRs: Cracking the Corporate Culture Code) and in this