Archive - February 2026

The seesaw of leadership and decision-making

We live in a world in which polarisation is increasingly present and increasingly encouraged.  In leadership, it’s particularly dangerous, partly because it can lead to decisions which exclude important factors that are inherent in that decision-making but invisible in the rigidity of the process.  Aligning firmly to a polarity or an assumption means that we’re closing ourselves in, locked and blinkered, inside a box to which we’ve thrown away the key – and we aren’t asking any questions or engaging our curiosity in enquiry.  That choice to be blinkered also inhibits growth and development. opening the window more widely may be a little (or very) uncomfortable because it may challenge what we thought was reality.  But if we allow that discomfort, embrace it, accept it and approach it in a spirit of curious enquiry, something new can emerge.  Welcoming an engagement with possibilities can lead to a richer, more vivid, enriching and multi-faceted picture, more well-informed options, and therefore a much more reliable and resilient basis for decision-making.