“Can’t see the wood for the trees: the whole situation is not clear, because you’re looking too closely at small details, or you’re too closely involved.“
It is probably true that the longer we lead, teach or support within an organisation the blinder, more conditioned we become to accepting how things are. Our organisational blindness restricts our ability to be shocked or provoked into action; our ability to see the ‘brutal truths’ (Collins) of our situation decreases with time (and surprisingly quickly). We are less able to see the reality of our present situation and less able to seek the required improvement.
“Organisational blindness inhibits individuals and teams from seeing the brutal truth of their reality; leading to missed opportunities, an inability to not see what really matters or be agile enough to strategically move to a brighter future.”
Which begs the question, how do we correct our…
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