Articles by Paul Littlejohn
On leadership, decisions and building organisations that perform.
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Paul LittlejohnTeams can understand the facts and still defend a plan that no longer works. Five questions for turning uncomfortable information into decisions about resources, commitments and what changes next.
Paul LittlejohnA convincing picture can still be wrong. A flying illusion leads to practical habits for checking sources, separating evidence from hopes and questioning confident answers.
Paul LittlejohnAs AI produces more work, judging what deserves attention becomes harder. Paul examines the difference between a decision process and the judgement needed to use it.
Paul LittlejohnA rocket test can fail at landing and still answer the question it was built to test. The Starship programme illustrates clear purpose, tolerable losses and learning through successive moves.