A 2024 Manifesto on Crime and Justice: A series of thoughts on the future potential for Equality, Diversity and Inclusivity in Crime and Justice: PART ONE
Part 1 – 1829 - This is where it all started … " It should be understood at the outset that the principal object to be obtained is the prevention of crime. To this great end, every effort of the police is to be directed. The security of person and property, the preservation of public tranquillity, and...
Mastering Crisis: The Fast and Slow Approach when Under Pressure
This post focuses on the work of Fink and Kahneman. The objective is to explore how bias can affect the framing of critical and complex leadership challenges, often resulting in intense pressure for decision-making. Are Kahneman and Fink both relevant to Crisis Leadership? Both Kahneman's research on cognitive biases and decision-making (Kahneman, 2011) and Fink's framework for...
Guiding Leaders: Purposeful Wisdom in Action
Purposeful Wisdom in Action Standing on the Shoulders of Aristotle In the constantly changing environment of modern organisations, defining a clear purpose, mission, vision, and values is essential for fostering direction, coherence, and alignment among stakeholders. Drawing from Aristotle’s philosophical concepts of teleology [Higher Purpose], Phronesis {Intelligence to Wisdom], and Praxis [Theory to Practice], we can provide...
The Ignominious disgrace of public leadership in the UK Post Office
Reflecting on the lessons of why some seemingly excellent institutions' leaders turn evil The recent ITV series "Mr Bates vs the Post Office" has shed light on the problem of toxic leadership at the highest levels of the UK Post Office. But is it just the Post Office, or does it illustrate how insensitive the Government...
Exploring Applied Leadership Challenge Spaces
Why do we need a Leadership Space? I have often stood on the shoulders of Giants in developing both my thinking and practice of leadership. Aristotle is. the earliest and one of the most paramount of those Giants. I often paraphrase the classic thoughts of Aristotle in his various writings on leadership as. TO DO the right...
HAS LEADERSHIP BEEN TOO SOLITARY, POOR, NASTY, BRUTISH AND SHORT?
I had been musing about why it was so difficult to “do” collective leadership when its benefits were so evident. My epiphany came just after I had joined Manchester Business School in 2006 when I saw Richard Dawkins’ 30th Anniversary edition of "The Selfish Gene". Having purchased and devoured it, I realised it is because...
