
Imagining failure before deciding — in the canton of Bern
Single context; replicate locally before generalising.
216 articles on leadership, management and soft skills in the canton of Berne.
Our training in the canton of Berne
Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

A classic study shows the same technology succeeds or fails depending on how the team learns together.

Raw observations from field engagements in Bern — what complex management says, unfiltered, about an organisation's health.

An operational 90-day plan to anchor complex management in a team or committee based in Bern.

Experiential synthesis: what works, what no longer works, and what is never said publicly about complex management in Bern.

In many forecasts, explicit rules match or beat expert judgement. The finding is robust, but applying it requires discernment.

Four weak signals redrawing the practice of complex management in Bern this year.

Three approaches to complex management compared in the field — costs, durations, observed results from Bern.

Cultural and economic reading of complex management seen from Bern — local specifics and transferable lessons.

An anonymised engagement with a team based in Bern — starting point, programme deployed, six-month results.

Concrete levers to advance complex management in Bern — proven methods, real cases, common mistakes.

The more a system automates, the more humans must handle hard cases — with less practice. A 1983 idea is topical again.

Buy-in depends on specific beliefs: need, capability, support, personal benefit.

Connecting a language model to reference documents improves accuracy on factual questions — with limits.

Media richness theory matches ambiguous messages to rich channels. Still useful, despite documented limits.

Raja Parasuraman et Dietrich Manzey (2010, Human Factors)

Anita Woolley et ses co-auteurs (2010, Science)

Raw observations from field engagements in Bern — what executive leadership says, unfiltered, about an organisation's health.

An operational 90-day plan to anchor executive leadership in a team or committee based in Bern.

Steven Rogelberg, Desmond Leach, Peter Warr et Jennifer Burnfield (2006, Journal of Applied Psychology)

Experiential synthesis: what works, what no longer works, and what is never said publicly about executive leadership in Bern.
Cities: Bern, Biel/Bienne, Thun. Sectors: federal administration, public services, precision industry and healthcare.