It’s in our DNA to both want simplicity, yet to also create complexity. We are successful because of an ingrained desire to: Advance, Adapt, Create, Control, Improve, Progress, Secure and Survive. We cannot resist changing things, even if ‘progress’ actually makes things more complex. That’s at the individual level. There’s a significant multiplier effect
Leaders can bring simplicity to life as an idea, by mirroring the behaviours of people who are great simplifiers. How can your leaders start to change the behaviours of their people, so that simplicity becomes part of the cultural software or DNA of your organisation? We have identified six behaviours that simplifiers exhibit day
The psychology of simplicity: Just why do we make things complex? Because it’s in our nature. Humans are successful because of our creativity and
While many factors create complexity in the workplace, some of the hardest to face up to are the things we do to protect ourselves – and inadvertently make life difficult for us and those around us. The hardest complexity is created by us Like it or not, we all have fears, and while
Minimise complexity Business leaders are rightly concerned with how their people feel at work. And if they aren’t, they should be. The evidence is unequivocal. Better engaged people drive better service, greater productivity and higher profits1. What happens if, and when, the engagement stat dips? Usually leaders respond by asking, listening and then, more often