Decisions Under the Microscope, Organizational Culture Kimberly D. Sanders Decisions Under the Microscope, Organizational Culture Kimberly D. Sanders

Sometimes You Need Someone Who Isn't Inside the Problem.

Sometimes the people trying to solve a problem are also living inside the system producing it. The Australian Antarctic Division’s workplace culture review shows what can become visible when an organization looks beyond individual incidents—and then goes back to see whether the experience actually changed.

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The Experience Check, Employee Experience, Leadership, People Strategy, Organizational Culture Kimberly D. Sanders The Experience Check, Employee Experience, Leadership, People Strategy, Organizational Culture Kimberly D. Sanders

If Silence Doesn’t Mean Alignment, What Does?

A decision can sound clear in the room and still become something entirely different as it moves through an organization. Silence doesn’t prove alignment. The Experience Check™ helps leaders examine what happens between intention and execution—and whether the experience they’re creating can actually produce the outcome they expect.

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Leadership, Organizational Culture, The PLS Framework™, The Decision Before the Decision, The Third Perspective™ Kimberly D. Sanders Leadership, Organizational Culture, The PLS Framework™, The Decision Before the Decision, The Third Perspective™ Kimberly D. Sanders

“But, Did You DOCUMENT IT?”

Documentation isn't administrative cleanup after something goes wrong. The record should show what happened, what leadership did, and how the organization arrived at its decision. Here are ten rules every manager and leader should know.

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Decisions Under the Microscope, Organizational Culture, The PLS Framework™, The Third Perspective™ Kimberly D. Sanders Decisions Under the Microscope, Organizational Culture, The PLS Framework™, The Third Perspective™ Kimberly D. Sanders

When People Speak, What Does the System Say Back?

Employees can speak up and still find themselves competing with a much louder message: what the organization measures, rewards and financially prioritizes. Kaiser Permanente’s $556 million settlement offers a case study in what happens when those messages collide.

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