<?xml version="1.0" encoding="UTF-8"?><rss xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:atom="http://www.w3.org/2005/Atom" version="2.0"><channel><title><![CDATA[Organisational Learning]]></title><description><![CDATA[Organisational Learning]]></description><link>https://www.organisationallearning.co.uk/insights</link><generator>RSS for Node</generator><lastBuildDate>Mon, 05 Oct 2026 14:25:47 GMT</lastBuildDate><atom:link href="https://www.organisationallearning.co.uk/blog-feed.xml" rel="self" type="application/rss+xml"/><item><title><![CDATA[What's the difference between a group of experts and a team?]]></title><description><![CDATA[Bringing together highly capable people does not automatically create a highly capable team. Expertise matters but effectiveness depends on how well people share information, coordinate decisions and build a common understanding of the work. Teamwork makes the Dream Work...!? Expertise does not guarantee coordination Organisations often assume that if you put enough good people in a room, good teamwork will follow. It often does not. Each person may be highly experienced, technically strong...]]></description><link>https://www.organisationallearning.co.uk/post/a-group-of-experts-and-a-team</link><guid isPermaLink="false">6aa00b6e6e4f334c1f50dcec</guid><pubDate>Tue, 08 Sep 2026 13:26:21 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/673e37_51410d8b8a4b4281be2808cc973d14a3~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Duncan Maddox</dc:creator></item><item><title><![CDATA[The human cost of sustained caring work ]]></title><description><![CDATA[Caring work creates pressure that is often hard to see from the outside. People keep adapting, care continues and the organisation appears stable, even as the effort required to maintain that stability quietly increases. That is a resilience problem. Not because people are weak or uncaring, but because sustained emotional, cognitive and operational load eventually affects attention, communication, judgement and recovery. Sustained caring work carries hidden load. Pressure changes how people...]]></description><link>https://www.organisationallearning.co.uk/post/the-human-cost-of-sustained-caring-work</link><guid isPermaLink="false">6a03458da4a34bdda06d7ae1</guid><pubDate>Tue, 12 May 2026 15:40:26 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/673e37_867198c7e386405998b612a0e0a495a6~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>David Yates</dc:creator></item><item><title><![CDATA[AI, career insecurity and the rise of quiet cracking]]></title><description><![CDATA[The impact of AI has gone far beyond the initial promise of decreasing workloads and increasing productivity. In some sectors, it is raising questions about whether entire roles and career paths are still needed at all. For some people, AI has become an existential threat. They no longer have to simple worry about performing well in their role but also about whether that role will even be necessary in the very near future. Man and machine. The existential threat from AI The rapid expansion of...]]></description><link>https://www.organisationallearning.co.uk/post/ai-career-insecurity-and-the-rise-of-quiet-cracking</link><guid isPermaLink="false">69c2e5e069ed8cb882ae6766</guid><pubDate>Tue, 24 Mar 2026 19:58:01 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/673e37_b669e6d71afc44a6a94fb9526048b773~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>David Yates</dc:creator></item><item><title><![CDATA[The Human Cost of High Reliability]]></title><description><![CDATA[Reliability in high-risk environments depends on people staying alert, precise and disciplined over long periods of time. The human cost of that is easy to overlook. Work is often quiet, controlled and uneventful. Fatigue, complacency and attentional drift build over time. And reliability becomes assumed rather than actively protected. Reliability is not passive High reliability environments often look stable on the surface. Procedures are followed, checks are completed and operations run as...]]></description><link>https://www.organisationallearning.co.uk/post/the-human-cost-of-high-reliability</link><guid isPermaLink="false">69baa1078b3a7e7764065dc6</guid><pubDate>Wed, 18 Mar 2026 13:02:57 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/673e37_1cfafa43beb4427da66c656aa88c2f1f~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>David Yates</dc:creator></item><item><title><![CDATA[Why people withdraw effort at work]]></title><description><![CDATA[People do not reduce their effort at work because they stop caring. They often pull back after repeated stress, low control and unclear progress make sustained investment feel pointless. Quiet Quitting is a workplace occurrence where people do not quit but instead continue in their job but putting in only the very minimum effort whilst making themselves available to other opportunities Reduced effort usually starts as a response to strain Most people do not begin by doing the minimum. When...]]></description><link>https://www.organisationallearning.co.uk/post/why-people-withdraw-effort-at-work</link><guid isPermaLink="false">69ba9e4b8b3a7e776406569b</guid><pubDate>Wed, 18 Mar 2026 12:51:43 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/673e37_74bedf81165941b48ac6f9f6715bb896~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>David Yates</dc:creator></item><item><title><![CDATA[Human Error in Safety Critical Industries]]></title><description><![CDATA[Human error is inevitable. But incidents in safety critical environments are rarely caused by one careless act or one poor decision. More often, failure emerges over time as pressure, workarounds and accepted deviations gradually move the system away from how it was intended to operate. Why incidents are rarely about one mistake When something goes wrong, it is tempting to search for the individual who made the error. That is understandable, but it usually gives organisations the wrong...]]></description><link>https://www.organisationallearning.co.uk/post/human-error-in-safety-critical-industries</link><guid isPermaLink="false">69b9621f5303a105b06bbf42</guid><pubDate>Tue, 17 Mar 2026 14:46:45 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/673e37_1146ccd1b03548048452a92e107b1a93~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>David Yates</dc:creator></item><item><title><![CDATA[The role of psychological safety in innovation]]></title><description><![CDATA[Innovation does not come from investment in technology alone. It also requires individuals to question assumptions, raise concerns, experiment and sometimes fail without being blamed, shamed or side-lined. The problem is that many organisations genuinely understand the importance of innovation whilst simultaneously punishing the very behaviours it requires. Investing in technology will not be enough to implement your bold strategy Innovation involves interpersonal risk taking We often just...]]></description><link>https://www.organisationallearning.co.uk/post/the-role-of-psychological-safety-in-innovation</link><guid isPermaLink="false">69ab00fabcc8e6b4393a6c62</guid><pubDate>Fri, 06 Mar 2026 16:33:27 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/673e37_287c795c1a9c48879dee897fd36f40e5~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Duncan Maddox</dc:creator></item><item><title><![CDATA[Why operations teams get stuck in firefighting mode]]></title><description><![CDATA[Operations teams are often highly skilled, experienced and proud of keeping things running under pressure. Firefighting usually begins with sensible, short-term fixes made by experts trusted to keep the lights on. But over time those same actions mean that constant intervention becomes a requirement. Commitment and operational strength can unintentionally create a system that only functions in crisis mode. Good Ops isn't lurching from one disaster to another Short-term fixes become the...]]></description><link>https://www.organisationallearning.co.uk/post/why-operations-teams-get-stuck-firefighting</link><guid isPermaLink="false">69aafed195f896866358126a</guid><pubDate>Fri, 06 Mar 2026 16:23:35 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/673e37_da4241b053a14768b522791e2142841f~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Duncan Maddox</dc:creator></item><item><title><![CDATA[Why smart, capable graduates often struggle in their first job]]></title><description><![CDATA[Many graduates struggle in their first job not because they lack ability but because they are entering a new environment full of unfamiliar demands, unclear expectations and changing priorities. But if new starters are placed under too much mental load too quickly then that is not an individual problem. It is a system problem. Capable people overcompensating Most graduates arrive ready to work hard. They expect a learning curve. They expect not to know everything. What they are often less...]]></description><link>https://www.organisationallearning.co.uk/post/why-so-many-graduates-struggle-with-their-first-real-job</link><guid isPermaLink="false">69aae317d66894c6d6f3bd7e</guid><pubDate>Fri, 06 Mar 2026 14:32:48 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/673e37_f700aa10f6c7465ea6ad2d0b29763842~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Duncan Maddox</dc:creator></item></channel></rss>