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Insights from our team of experts

Decoding VUCA: Asking the Right Questions

The term ‘VUCA’ has been used increasingly to describe the environment in which organisations  operate today.

VUCA stands for Volatile, Uncertain, Complex and Ambiguous. It is true that today’s world is vastly different to that of a few years ago, or even last year’s world. It’s also true that given technological development, artificial intelligence, automations and more, it’s likely that the rate of change in our environment will not slow down soon.

However, the term VUCA is also very commonly misused and misunderstood.

How so?

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Assertive Courtesy: A 21st Century Technique for Managing Conflict

I’m sure at some stage in our lives, we’ve all been told that we need to “stand up for ourselves” and not let anyone push us around. Likewise, we’ve all likely been told to be polite, choose our battles or “go with the flow.” In the field of verbal self-defence (alternatively called conflict management, verbal de-escalation, tactical communication, or any other buzz word that suits you) there is an ongoing dichotomy between two of the most common pieces of general advice offered.

1)   Treat the other party with respect

2)   Don’t be too soft! Set your boundaries!

So which is it? Should we be telling everyone to “STOP RIGHT THERE! LEAVE ME ALONE!” or should we apologise for the inconvenience of our presence? Clearly, neither is appropriate in every situation and a middle ground should be established. This article is about that middle ground and how we can use it as a foundation stone of our modern approach to conflict management. read more

The New Risk Paradigm: Insure and Invest

Our world is more dynamic, fast-paced and interconnected than at any other time in human history. Artificial intelligence, automation, social media, global warming, civil unrest and pandemics are all things that we, as a society, now deal with on a daily basis.

In such a VUCA – Volatile, Uncertain, Complex and Ambiguous – environment, one of the things that is fast becoming evident is that human capital is the most crucial and vital element to an organisation’s success.

The days where one can be a specialist in a very narrow field are passing; most organisations now require agile people who have skills in multiple disciplines, who can make both tactical and strategic decisions in a fast-moving environment to create value.

How can we help our people, teams and organisations move from a compliance and resilience-based approaches, to a Presilience® based approach of high performance?

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Developing your intuition in a world of distraction

Intuition is an interesting concept. It’s something nearly all of us acknowledge the existence of. If you’re a spiritual person you might call it psychic, or a word from God, energy of the universe, etcetera. If you’re more of a scientifically minded sceptic, you might explain it through the lens of the reticular activating system or subliminal information gathering.

Whatever you want to call it, we all experience it the same way. A gut feeling. A pull. A “knowing” without knowing why. It’s like having the answer to a math problem without being able to show your working. It feels good, but also disconcerting. Like being right isn’t as valid if you don’t know why you were right.

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The Future of Security Risk Management

How do you approach risk in your team and organisation? Do you look at risks in different areas of the organisation as separate, or are you busting silos and looking at risk holistically? Do you have an understanding of where security risk fits into the bigger corporate picture? If these questions are relevant to you, then read more to find out how you can move forward!

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What is Presilience®?

The world we live in today is volatile, uncertain, complicated and ambiguous (VUCA). The old style of compliance-based risk management is proving to be ineffective in dealing with the challenges of today’s world. Just look at 2020 as an example – Royal Commissions, devastating bushfires, COVID-19, economic recession and global political tension on the rise.

How can individuals, teams and organisations not only survive, but thrive in such challenging conditions? Read more to find out!

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eLearning Design for Retention

Regardless of which sector your organisation operates in, you are likely to have some experience with eLearning.

If you are a training provider, this might be a core component of your business. If you are not, then you have been exposed to eLearning through staff development and training programs, or other initiatives in your organisation.

With the changes to the global business environment resulting from COVID-19, the reliance on online and distant learning has grown, and will grow, significantly.

But let’s face it, eLearning has developed a reputation for having a ‘death by scrolling’ approach, and is often used more like a Dropbox than a platform designed to engage and educate. This often results in poor retention.

But what does ‘retention’ mean, and how can you optimise it to benefit your organisation?

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Decision Making, Risk and Your Three Lives, Pt 3: Propelling Yourself Forward

Building good risk management practices means building individual decision-making from the ground up, and giving members of our organisation the awareness and knowledge to make better decisions in their personal and family life first. This will, without a doubt, reflect in better decision-making at work. You can read more about this here and here.

Following from COVID-19 and other events this year that have seen businesses face unprecedented, unlikely, and/or devastating changes, many have been left wondering – why did our standard operating procedures, pandemic plans, etc., did not prepare us for what happened? And how do we get back to pre-COVID (or other shock) level of operations?

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Decision Making, Risk and Your Three Lives, Pt. 2: It’s NOT as Complicated as You Think

We all play different roles at different times – parent, friend, employee, leader, employer, manager, partner, spouse, etc. But separating these is becoming harder and harder with technological advancement and globalisation. More and more, the lines between the three aspects of life – work, personal and virtual – are blurring, and even more so with remote work being the standard during the COVID crisis.

Here is where this gets interesting.

Expecting people to have vastly different quality between their personal decision making and work decision-making is naive, and dangerous.

To rephrase – how can we expect people to regularly make great decisions at work, if they regularly make poor decisions in their personal or online life?

Here is an example that may resonate with many of you during COVID 19:

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Decision-Making, Risk and Your Three Lives

Risk can be defined as the effect of uncertainty on possible outcomes. This means every decision, at every level of the organisation, has some level of risk to it. Effective decision-making lies at the heart of managing risk. And managing risk, now more than ever, is the responsibility of every individual within an organisation.

 

Unfortunately, traditional risk management approaches and systems are often ineffective when it comes to getting individuals to make good decisions. Read more to find out why!

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