Twelve ideas about how organisations drift into ways of working no one decided on, and how leaders can see them, name them, and set something better in front of people. Each idea opens into short insights, a question for your team, and a connection to where the thinking leads next.
Richard has spent two decades inside organisations at their most stretched: leading transformation, and stepping in when things have gone badly wrong. One pattern kept showing up. The most damaging arrangements were rarely imposed. They were offered, reasonably, one improvement at a time, until “how we do things here” stopped looking like a decision.
Oppositism takes its name from the Latin opponere: not simply to oppose, but to set a better alternative before people. These ideas are for leaders and teams who want to see the systems they work inside, and decide which ones still deserve them.