by Philip Boxer The following set of notes emerged from a conversation with Sandy Henderson about the forensic approach – an approach to understanding and beginning to address ‘systemic bias’.[1] Implicit in the way a…
Category: centre vs edge
by Philip Boxer BSc MBA PhD Over a period of three years, 1994 to 1997, I consulted to an organisation providing residential care for men and women with mental health disabilities. This was in the…
by Philip Boxer BSc MBA PhD The blog on Requisite Authority argues that Asymmetric Leadership becomes necessary when competing in the ‘red zone’ – the zone in which the enterprise must be dynamically responsive to…
by Philip Boxer The blog on Requisite Authority introduces a diagnostic tool that examines the different possible forms of congruence between role and task, depending on how an enterprise defines its boundaries and its relationships…
by Philip Boxer BSc MBA PhD What organisation needs asymmetric and tripartite approaches to leadership? Why engage in triple-loop learning driven by dilemmas in sustaining relationships to individual clients’ demands? What makes action research using…
by Philip Boxer BSc MBA PhD A recent examination of the Leadership Qualities Framework, developed by the UK’s National Skills Academy, shows just how difficult it is to counteract the bias of North-South dominant assumptions…
by Philip Boxer BSc MBA PhD John Kotter, in his article about how to stay competitive amid constant turbulence and disruption, introduces the idea of “two systems, one organisation”, one system being about the organisation…
by Philip Boxer BSc MBA PhD A provider-supplier may face new challenges when it becomes actively involved in supporting a client-purchaser’s experience of value. This depends on whether or not the client-purchaser’s experience of value…
by Philip Boxer BSc MBA PhD Much has been said on the subject of quality, including its tendency to focus on the quality of outputs rather than on the quality of outcome for the user…
by Philip Boxer In the previous blog on strategy ceilings, I made reference to architectures as describing the way differentiated behaviors are integrated. How are these architectures to be described? What makes relational architectures different?…