From Research to Readiness

Human judgment relies on heuristics that are usually efficient but produce systematic, predictable errors, even among experts.

Psychological safety, the shared belief that it is safe to take interpersonal risks, predicts team learning and performance.

Rationality is bounded: people satisfice rather than optimize, because computation and attention are limited.

Sensemaking is how people construct meaning from events, often after the fact, and it shapes how organizations act.

Voss reframes negotiation as surfacing hidden information through empathy, not winning an argument through leverage.

Cohen taught that outcomes turn on power, time, and information, and that power is largely perceived.

People follow how choices are arranged; defaults, framing, and friction reliably shape behavior.

Culture operates at three levels: visible artifacts, espoused values, and the underlying assumptions that actually drive behavior.

The learning organization is deliberately built to learn and to see itself as a system, not a set of isolated events.

Technical problems yield to expertise and authority; adaptive challenges require the people involved to change themselves.