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.