<?xml version="1.0" encoding="UTF-8"?><rss xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:atom="http://www.w3.org/2005/Atom" version="2.0"><channel><title><![CDATA[Niclas Norgren]]></title><description><![CDATA[Niclas Norgren]]></description><link>https://www.niclasnorgren.com/writing</link><generator>RSS for Node</generator><lastBuildDate>Wed, 03 Jun 2026 11:53:24 GMT</lastBuildDate><atom:link href="https://www.niclasnorgren.com/blog-feed.xml" rel="self" type="application/rss+xml"/><item><title><![CDATA[Hybrid Work Is a Mandate Problem]]></title><description><![CDATA[Hybrid work did not only test where people should work. It tested whether organizations trust judgment close to the work.]]></description><link>https://www.niclasnorgren.com/post/hybrid-work-is-a-mandate-problem</link><guid isPermaLink="false">6a102809ace98b70c0b1a811</guid><category><![CDATA[Leadership]]></category><pubDate>Fri, 22 May 2026 10:06:27 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/cb8d16_3910e3adb38a4696aaac6605770696ae~mv2.jpg/v1/fit/w_728,h_988,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Niclas Norgren</dc:creator></item><item><title><![CDATA[Fostering Courage and Trust]]></title><description><![CDATA[Why the courage organizations need is rarely heroic, and much more often the product of trust, leadership behavior, and the conditions people learn from over time.]]></description><link>https://www.niclasnorgren.com/post/fostering-courage-and-trust</link><guid isPermaLink="false">69f4c05a8ca39cf305c660f1</guid><category><![CDATA[Under the Hood]]></category><pubDate>Fri, 01 May 2026 15:29:17 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/cb8d16_4cd3ec7f0b5d41478f1c3e2f5a9f70c3~mv2.jpg/v1/fit/w_454,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Niclas Norgren</dc:creator></item><item><title><![CDATA[Why Agile Sometimes Works — And Often Doesn’t]]></title><description><![CDATA[Why some Agile teams thrive while others struggle despite following the same practices — and why the real difference is often the environment around the work.]]></description><link>https://www.niclasnorgren.com/post/why-agile-sometimes-works-and-often-doesnt</link><guid isPermaLink="false">69f4be3d90b4365cb86045cc</guid><category><![CDATA[In Practice]]></category><pubDate>Fri, 01 May 2026 15:00:57 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/538f922c61dc490e8bae0ad086aad4bc.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Niclas Norgren</dc:creator></item><item><title><![CDATA[We Are Social Mammals]]></title><description><![CDATA[Human organizations often become easier to understand when we remember one simple fact: people do not stop being social mammals at work. They keep reading signals about safety, belonging, trust, and responsibility — and leaders shape many of the strongest signals in the system.]]></description><link>https://www.niclasnorgren.com/post/we-are-social-mammals</link><guid isPermaLink="false">69f328b5c99eb1cb510a5c17</guid><category><![CDATA[Under the Hood]]></category><pubDate>Thu, 30 Apr 2026 10:18:38 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/cb8d16_0a6fd56a2f354947abc08f8e414e6901~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Niclas Norgren</dc:creator></item><item><title><![CDATA[Losing Strategy]]></title><description><![CDATA[Organizations lose strategy in two common ways: by drifting too far into imagined futures, or by replacing strategy with planning. In both cases, people may stay busy, but the organization loses the thing strategy was supposed to provide: orientation. Future matters. Of course it does. But strategy is not valuable because it sounds ambitious. It is valuable when it helps people make better decisions in the present. If it doesn't clarify what matters now, it risks becoming speculation with...]]></description><link>https://www.niclasnorgren.com/post/losing-strategy</link><guid isPermaLink="false">69e1db576d0f12022d456508</guid><category><![CDATA[The Traps]]></category><pubDate>Thu, 09 Apr 2026 09:03:54 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/cb8d16_ef9de28c99444077b3fe78ac4cc4bddb~mv2.jpg/v1/fit/w_523,h_455,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Niclas Norgren</dc:creator></item><item><title><![CDATA[Trying to Control Outcomes]]></title><description><![CDATA[When uncertainty rises, control often feels like the responsible response. More reporting, more checkpoints, more approvals. The problem is that control changes more than process. It changes the environment, and the way responsibility, judgement, and initiative are experienced around the work. Imagine a review meeting after a difficult quarter where a dashboard shows more red numbers than anyone hoped to see. The conversation turns toward control. More reporting. More checkpoints. More...]]></description><link>https://www.niclasnorgren.com/post/trying-to-control-outcomes</link><guid isPermaLink="false">69e1db576d0f12022d456507</guid><category><![CDATA[The Traps]]></category><pubDate>Wed, 08 Apr 2026 16:26:56 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/cb8d16_4ad9bedd3eaa4a03b807d175fc10da78~mv2.jpg/v1/fit/w_538,h_518,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Niclas Norgren</dc:creator></item><item><title><![CDATA[Data-Driven, Environment-Blind]]></title><description><![CDATA[“Data-driven” becomes a trap when it stops meaning informed by evidence and starts meaning ruled by what is easy to count. It sounds disciplined. Responsible, even. It signals seriousness, rationality, distance from politics, gut feel, and wishful thinking. And of course, data matters. But in organizations, “data-driven” often drifts into something narrower and less honest than intended: rule by what is measurable. That is when it starts to become a trap. Because data is never just data. It...]]></description><link>https://www.niclasnorgren.com/post/data-driven-environment-blind</link><guid isPermaLink="false">69e1db576d0f12022d456506</guid><category><![CDATA[The Traps]]></category><pubDate>Wed, 08 Apr 2026 16:20:17 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/cb8d16_fd055c9654b84ab6a4e727bd53daf34e~mv2.jpg/v1/fit/w_509,h_487,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Niclas Norgren</dc:creator></item><item><title><![CDATA[Groupthink vs Thinking Together]]></title><description><![CDATA[Meetings can look collaborative while the most important thinking happens somewhere else. What passes for alignment is often something thinner: a smoother path to agreement, with less of the group’s actual intelligence involved. Most organizations spend a surprising amount of time in meetings. On the surface many of those meetings look collaborative. Ideas are discussed. People nod. A direction gradually emerges that everyone seems comfortable with. The meeting ends on time and the group...]]></description><link>https://www.niclasnorgren.com/post/groupthink-vs-thinking-together</link><guid isPermaLink="false">69e1db576d0f12022d456505</guid><category><![CDATA[The Traps]]></category><pubDate>Wed, 08 Apr 2026 16:07:35 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/cb8d16_a7d95db6a4024dcaa2c6646f00cf2758~mv2.jpg/v1/fit/w_505,h_383,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Niclas Norgren</dc:creator></item><item><title><![CDATA[Fixing the Model Without Setting the Foundation]]></title><description><![CDATA[When organizations encounter problems, the instinctive response is often to introduce a new model. A new framework. A new process. A transformation program promising better collaboration, higher productivity or a more efficient way of working. If you have spent some time inside organizations you have probably seen this more than once. A new way of doing things is introduced. The presentation is carefully crafted. The language is encouraging. Buzzwords appear on screen. People listen. Some are...]]></description><link>https://www.niclasnorgren.com/post/fixing-the-model-without-setting-the-foundation</link><guid isPermaLink="false">69e1db576d0f12022d456504</guid><category><![CDATA[The Traps]]></category><pubDate>Wed, 08 Apr 2026 15:46:52 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/cb8d16_1279acc1b7f5482a84cb059efc9b73c2~mv2.jpg/v1/fit/w_515,h_442,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Niclas Norgren</dc:creator></item><item><title><![CDATA[The Gravity of Power]]></title><description><![CDATA[Power always speaks twice: once through what you say, and once through what your position makes it mean.]]></description><link>https://www.niclasnorgren.com/post/the-gravity-of-power</link><guid isPermaLink="false">69e1db576d0f12022d456503</guid><category><![CDATA[Under the Hood]]></category><category><![CDATA[The Idea]]></category><pubDate>Tue, 31 Mar 2026 14:49:25 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/cb8d16_f8afa145f6fe4e7885994c5c8c836f92~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Niclas Norgren</dc:creator></item></channel></rss>