Most people think of change in terms of behaviour — what we do, how we act, how we respond. But behaviour is only the surface. Beneath it lies something far more fundamental: information. Not information in the sense of data or facts, but the deeper patterns that shape how we see, interpret, and move through…
Most of what we call “life” is really a conversation between information and limitation. We live inside bodies, cultures, histories, and habits that shape how we see the world long before we ever get a say in it. And yet, within those limits, something remarkable happens: we can think, choose, act, and grow. We can…
Organisations often swing between extremes: optimism and pessimism, urgency and caution, creativity and analysis, action and hesitation. These swings create instability, confusion, and inconsistent decision‑making. Balanced Thinking is the capability that stabilises the system. Balanced Thinking is not about compromise or moderation. It is the disciplined ability to hold multiple thinking modes simultaneously, integrate them,…
Organisations rarely fail because people are unintelligent. They fail because people are thinking inside distorted informational environments. Here are the three most common failures of critical thinking — and how Strategic Readiness addresses them. 1. Failure 1: Mistaking assumptions for facts Assumptions feel like facts because they are familiar. Common examples: “People won’t change.”…
Critical thinking is often treated as an individual skill — something smart people do. But in organisational life, critical thinking is a collective capability that shapes readiness. Readiness is the capacity to choose well under limitation. Critical thinking is the capability that ensures those choices are grounded in reality. 1. Critical thinking creates shared…
Most organisations assume critical thinking is about scepticism, analysis, or “thinking harder.” But in the context of Strategic Readiness, critical thinking has a far more precise meaning. Critical thinking is the discipline of seeing clearly — perceiving functional information without distortion. It is the capability that prevents organisations from acting on noise, assumptions, or inherited…
Generative thinking is the engine of organisational evolution. It’s the capability that enables teams to create new functional information—the kind of information that actually changes what the organisation can do. In earlier articles, we explored: how to judge functional information, and how functional information changes during transformation, and why generative thinking is the cognitive expression…
Most organisations talk about innovation, creativity, and problem‑solving as if they are separate competencies. But beneath all of these sits a deeper capability — one that determines whether an organisation can adapt, evolve, and move into better futures. That capability is generative thinking. Generative thinking is not brainstorming. It’s not “blue sky” ideation. And it’s…
In organisational life, we often talk about creativity, innovation, and problem‑solving as if they are separate skills. But beneath all of these sits something deeper and more fundamental — a capability that determines whether an organisation can adapt, evolve, and move into better futures. That capability is generative thinking. Generative thinking is not brainstorming. It’s…
When organisations change, what actually changes? Most leaders answer with familiar categories: behaviours, culture, processes, systems, structures, strategy. But beneath all of these sits something more fundamental — something that explains why change succeeds in some organisations and stalls in others: functional information. Functional information is the patterned, relational information that shapes what a system…