A week or so ago I found a link to an article entitled "7 Reasons you shouldn't touch systems thinking" on the thinkpurpose blog. The link was posted by Bob Marshall (@flowchainsensei) on Twitter, and I tweeted back to him that I found the item "profoundly disturbing". His response was "Excellent! Care to elaborate?", to which I answered that I couldn't put my reasons into a 140 character tweet and

In my last post I discussed a few of the problems that I've encountered with Lessons Learned reporting (a.k.a Project Post Mortem reviews). In this post I'm going to propose some of things that could be done to add value to a process that is often judged with contempt by project managers and team members, misused or misinterpreted by process improvement teams and managers, and generally misunderstood

My last post about "Best Practice" was something of a personal peeve rather than a major hurdle to successful business improvement, although lessons should be learnt from the story I told, namely: your improvement focus shouldn't be about creating templates and completing documents to provide evidence for appraisals and audit measures that you put in place need to be thought through from the