Articles
The method, explained.
The situations organizations live through, and how each one is investigated: what to look at, who to ask, when to decide.
The situations
One article per situation: what is actually happening, what can be observed, and what gets decided next.
The reorganization is not taking hold: where to look
Six months after the new org chart, decisions still travel through the old channels. It is almost never a buy-in problem — it is a delegation, handoff and ritual problem.
7 min read
After the merger: two ways of working that do not talk to each other
The teams merged on paper. Each keeps its rules, its tools and its reflexes. How to make the gaps visible, and pick a target rule instead of an average.
7 min read
A wave of resignations: from hypotheses to causes
Every exit interview says something different. How to read where departures concentrate, question the people who stay, and reach a cause you can decide on.
8 min read
A deteriorating climate with no identifiable cause: locate before acting
Everyone feels it is going badly, nobody can say where. Why the average hides the problem, and how to get from a general feeling to two or three precise zones.
7 min read
Spaces and rhythms that no longer fit
The offices were designed for a way of working nobody has any more. How to objectify actual use before deciding on a layout or an attendance rule.
7 min read
A team losing engagement: objectify before you talk about it
Empty meetings, fewer initiatives: the signals are there, but none of it is objectified. How to question a small team without burning it, and tell a local cause from a general one.
7 min read
The method
What every situation has in common: how to question an organization, and how to read the answers.