Every organisation wants to be “ready for change.” Every leader wants teams who can adapt quickly, stay focused under pressure, and maintain momentum when conditions shift. But here’s the uncomfortable truth: Most organisations treat change readiness as a behavioural or motivational issue, when in reality it is a structural one. This misunderstanding is the single…
Understanding why people who’ve survived big changes can still struggle with new ones One of the most common surprises leaders encounter when using IRVEY¹ is this: Someone with a low Change Fitness score may have successfully navigated enormous, difficult changes in their past. At first glance, this seems contradictory. If a person has rebuilt their…
The deeper architecture behind motivation, agency, trust, and readiness Every leader has seen it: two people face the same change, the same pressure, the same uncertainty — and respond in completely different ways. One adapts quickly, stays balanced, and moves forward with clarity. The other hesitates, becomes overwhelmed, or resists. It’s easy to assume this…
Understanding Fragility, Entropy, and the Engine of Adaptive Intelligence Every organisation wants to stay sharp, aligned, and capable — especially in environments where complexity is rising and conditions change faster than teams can adapt. Yet even strong organisations experience something subtle but powerful over time: drift. Drift is the slow, often invisible slide away from…
If you spend time with change management practitioners, you’ll notice a pattern: most of them talk about processes, frameworks, and tools. They talk about stakeholder maps, communication plans, training schedules, and adoption metrics. What they rarely talk about is philosophy — the deeper architecture that shapes how people and organisations actually change. This isn’t because…
If functional information is what does work in a human system, then dysfunctional information is what prevents work from being done. It doesn’t just sit there quietly. It has structural effects — predictable ones — that shape capability, behaviour, and the future a system can reach. Most leaders never see this. They focus on behaviour,…
Most leaders don’t fail because they lack intelligence, experience, or commitment. They fail because they are overwhelmed by noise — the emotional, cultural, and organisational clutter that obscures what is actually happening in the system. Noise is not just distraction. Noise is distortion. It is the accumulation of inherited assumptions, habitual interpretations, unexamined beliefs, and…
Most organisations try to improve performance by focusing on behaviour. They train people to act differently, communicate differently, or “step up” in some way. But behaviour is the output of a system, not the cause of it. If the underlying structure isn’t right, no amount of motivation or training will produce sustained capability. Capability doesn’t…
Most organisations assume that capability comes from skills, motivation, or strategy. But capability doesn’t begin with any of these. It begins with coherence — the internal order that allows a system to move with clarity and purpose. When coherence breaks down, capability collapses. When coherence increases, capability expands. This is not a psychological idea. It…
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…