HeyJared25 Mojo
I'm writing about 25 practical tools you can use to get your team or organisation's mojo back. Each tool will explain when you need it, the theory behind why it works, and how to put it into action.
- Indexed issues, last 90 days
- 6
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- Sep 24, 2026
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- Earliest in this view
- Jul 9, 2026
Latest issues
Bis praemissa: Part 3 and 4 (opens the original)
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Today we continue our recap series of posts, summarising the premise of each part and the categorisation of the developed tools for each category, which fall into either:Mapping tools — explorations of particular facets of organisational theoryDiagnostic tools — structured questionnaires to establish baselines on particular topicsMethodologies — detailed implementation and process guidanceIn parts 3 and 4, the focus shifts from intent and potential to execution. The <a h
Decision taking modes (opens the original)
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We have previously discussed the centrality of intentionality and goal-seeking in organisational behaviours, but not examined in detail the critical threshold of taking a decision that lies between solution selection and action. Crossing this threshold is the process of “decision taking” and one which needs to be carefully distinguished from decision making, especially in a group context:Decision making is a process of construction: becoming aware that a decision is needed, gathering information
Understanding and enhancing cognitive ease (opens the original)
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Difficulty of change is often measured by thinking about the complexity of the change: how many systems and processes are being modified, how many people and locations are being affected, how many ways is one point of change interdependent upon or interacting with others.However, this can ignore a crucial factor of the change: the impact on “cognitive ease” of the people being asked to change. Cognitive ease is a concept developed and popularised by Daniel Kahneman in his book Thinking, Fast and
The three axes of capability (opens the original)
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Capability is often simplified to the direct skills needed to get a task done. However, being capable as part of an organisation is more than just a raw ability to execute one task after another. It also requires social and coordination skill across multiple teams and areas of expertise, and the developmental capacity to self-regulate and hold competing frames of reference in mind when deciding how to act.In fact, there are three distinct axes of personal skill and maturity that need to be consi
The semiotics of organisational activity (opens the original)
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Almost everyone has sat through a meeting that seems pointless. Maybe the agenda isn’t clear, decisions aren’t being made, or the outcome isn’t relevant to you.Elon Musk famously wrote in 2018, “Walk out of a meeting or drop off a call as soon as it is obvious you aren’t adding value. It is not rude to leave, it is rude to make someone stay and waste their time.” Musk’s philosophy maximises the experience of meaning at work, and the idea that something should only be done if it is purposeful and
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