Organisational culture and issues

Elements of mental fatigue leading to human error,
Vigilance, Decision making, Task Orientation

change strategy, change,
triangulating change, change solving

saying sorry sincerely, unconditional, unmitigated,
unequivocal

culture, dishonesty, abuse of power, why
leaders lie, self interest, environment, reputation,
organisational failure

Lack of complance, self interest, tribalism, beliefs.

Organisational culture, Organizational
issues, Conflict of interest, Wilfull ignorance, turning a blind
eye, reputation, reputational damage, image, public confidence

Dealing with a problem/issue by creating or increasing the
rules & regulations relating to it; will reinforce &
exacerbate the proble

empowerment is an alternative to rules, procedures or
regulations

when personal
agenda contradicts, or comes into conflict with organisational
values, this may result in perverse behavour

wilful
ignorance or turning a blind eye may arise from threats to
relationships, credibility, or through cognitive dissonance

What is
the context, duration and tangibility a possible threat? If
there is no threat, then there cannot be any risk.

where there
is a threat to a persons reputation within an organisation, that
person may take steps reduce the personal threat under the guise
of protecting the organisations reputation, and this may
ultimately damage the reputation of both if it becomes public
knowledge

Integrity cannot exist without transparency, congruity
& honesty

Virtue Signalling internal drivers, Cognitive Dissonance,
Image, Tribalism