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 LittlejohnA drifting cockpit display nearly led to ejection. The same danger appears when a casual customer remark becomes a precise forecast; a simple evidence check can expose the gap.
Paul LittlejohnMost risk reviews surface the risks everyone already knew. The dangerous ones, nobody quite wanted to raise. A 10-minute exercise from cognitive psychology that gets the real failure modes into the room, how to run it, and why it works.