News, thoughts and articles from Paradoxa

These excuses apply just as well at the team level as at the individual level.

Jeff Bezos made it a habit to have an empty chair placed at every important meeting at Amazon to symbolize the presence of the customer, the person who is never in the room but is affected by every decision.

For anyone seeking to convey an idea, whether in a lecture, a meeting, or a training session, the implication is profound: it is not the depth of an argument that ensures it is remembered, but rather its ability to be translated into something tangible, sensory, and manipulable.

There is a deeply ingrained conviction in our management culture: to act, one must first understand; to solve, one must first analyze. Putting ideas into practice is seen as following the thinking process, a validation of reasoning that has already been formulated.

Within your organization, what essential knowledge do your top performers possess that no one has ever really sought to make transferable?

AI cannot inhabit a body, engage with matter, and perceive what physical resistance reveals. This difference is not incidental; it lies at the heart of what the cognitive sciences call tacit knowledge.

This article addresses the loss of our direct encounter with reality. Not the reality of data and dashboards, but the reality that resists, surprises, and is revealed only in the thick of things, with one’s hands in the engine.

In an era of marketed certainties and polarized opinions, cultivating nuance becomes almost an act of resistance, running counter to the mechanisms of polarization and homogenization.

Cultivating nuance is not easy. Several obstacles, deeply rooted in our organizations and our psyches, stand in the way.

Nuance is not innate. It is cultivated and refined. Here are a few concrete approaches, drawn from our twenty years of experience working with clients and from our reading in the field of cognitive science.

Some questions have no simple solution, so we might as well keep the space for questioning open. Let us reclaim our capacity to marvel at what we do not yet understand.

In a complex world, nuance becomes a competitive advantage. It is a matter of developing a meta-skill: knowing which mode of thinking to employ depending on the context.

How can we be both homogenized and polarized? That is the very paradox of our information age: we all think alike, yet we arrive at opposite conclusions.

Paradoxa presents a collection of articles titled "The Other Path." We invite you to explore our guiding principles with us. Principles that encourage stepping off the beaten track of uniform thinking.