We must do more than just polish the parts to improve organisational performance
Our greatest challenge is to think past the comfort of our own experience of work to entertain the possibility that the way we work could be better.
Do we distance people from work?
Have we designed work that distances people from participating meaningfully in work? If so, we may need to think more about what shapes how work is done and our relationship with work.
On the supposed apathy and disengagement of middle managers…
It is not uncommon to hear that the intransigence of middle managers is the principal barrier to implementing change in organisations. Is that fair?