Paul Taylor

AI hasn't really redistributed power, but it has exposed which parts of it were real in the first place.

I often hear people imploring public service institutions to "stick to the basics"—to just do what it says on the tin and leave the rest alone.

A pilot tests a new part inside an old machine, while system change rewires the entire machine—and the people operating it.

A ratchet only spins in one direction and then locks into place, so the Ratchet Effect describes systems and behaviours that easily move forward but heavily resist going back.

Positive Deviance is a strength-based approach with some core principles: Communities possess the solutions and expertise to best address their own problems These communities are self-organising with sufficient human resources and assets to derive solutio…

The price that made it right to centralise might be disappearing.

The finite pool of attention is not a myth; it is a profound biological and psychological constraint that shapes every facet of our economy and landscape.

The modern administrative state is still trapped in the paradox of standardisation: a situation where the relentless pursuit of narrow, technical efficiency through the measurement of anything and everything, actually manufactures the very demand it seeks…

Organisational Main Character Syndrome (OMCS) is when an institution stops viewing itself as a collaborative partner in a wider ecosystem and instead adopts the persona of a singular hero with a unique purpose.

The idea that constant distraction and fragmented attention are purely modern, digital-era phenomena is directly challenged by Henry Mintzberg's 1973 study, The Nature of Managerial Work.