Why a restructuring can feel unfair even when explained
A restructuring can feel unfair because employees judge the outcome, the procedure, the explanation, and the treatment they receive.
The journal
Articles
Essays on judgment, influence, and what happens when the stakes get personal.
Do you need a reorganization or a better leadership team?
You need a reorganization when the structure repeatedly prevents capable people from making and carrying out necessary decisions. You need a leadership int...
How to tell whether your reorganization solved anything
Evaluate a reorganization by comparing the original operating bottlenecks with the same work under the new structure. Check whether decisions move, handoff...
Who should own decisions while a restructure is underway?
Assign temporary decision owners during a restructure by naming the decisions that cannot wait, their authority boundaries, and their expiry dates.
What employees need answered in a reorganization message
Answer what changes, who decides, and what employees should do next. Label unresolved details honestly and assign an owner and update point to each materia...
How to handle the exit of a long-serving executive
A transition review that preserves dignity and work continuity while making the current role decision explicit.
How to handle the guilt of letting a senior leader go
Separate your discomfort from the evidence supporting the employment decision. Review the fairness of the process and complete the responsibilities you can...
How to let a departing executive say goodbye with dignity
Offer a farewell format only after checking consent and the employment context with counsel. Agree on the audience, timing, and practical handoff without r...
How to make a consequential decision with incomplete information
Make a consequential decision with incomplete information by mapping the assumptions that matter, the cost of delay, and the reversibility of the choice.
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