Agility – Decision-Making Excellence – Collective Intelligence & Artificial Intelligence

Becoming an Architect of Complex Decisions

This chapter is excerpted from the book Decision-Makers: Are You Good or Just Lucky? (Available only in French). It provides the foundational framework for structuring a complex decision, enabling you to use the tools introduced in the following chapters at the right time.

When an architect builds a house, he must follow a few basic rules. First, he digs into the ground to lay the foundation. Then he builds the walls, which rest on that foundation. Finally, he installs the roof, supported by the walls. This house then becomes viable and durable — it does not collapse, and we can live in it for a long time.

The Chief Always Listens First

I am pleased to announce the publication of my 12th book on the theme of operational and decision-making excellence. This book presents two management techniques: operational listening and feedforward.

This book is available in paper version only on Amazon or in eBook version on www.axiopole.com.

How to Immediately Develop Your Decision-Making Performance

Excerpts from the book: Decision-Making Excellence. See Chapter 1 of the book.

On a complex subject, could we ever reprimand a decision-maker even though the decision was good? The answer is yes! What are the questions to ask when evaluating a decision on a complex subject? Should we evaluate the content of the decision (results obtained) or the process that led to the decision (tools and methods used)? Common sense would lead us to answer that we must evaluate both, but I argue that this is a mistake.

Teleworking: Do you really want new ways of working?

We all got a taste of mandatory and widespread teleworking during the pandemic. Few of us were happy with 100% teleworking for weeks on end because we are social beings, but we all discovered some benefits. About 10% of employees want everything back as it was before. Another 10% do not want to come back to the office. The rest dream of a world in which there is teleworking to a greater or lesser extent.

The Manifesto of Benevolence in Meetings

This manifesto is only about benevolence in
meetings within hierarchical organizations.

Version française…

Here is a manifesto of benevolence which can be summarized in 3 words to ensure employee wellbeing on a daily basis:

No public criticism

In any kind of meeting, publicly criticizing someone’s ideas can be humiliating or hurtful: “I don’t agree because…”; “It’s not a good idea because…”; “Yes, but…”: yes, your idea is interesting, but not so interesting because…