Apt, well presented and pertinent to every organisation i've ever worked with (and most leaders).

It's refreshing to read something from someone who is entirely on the same page (it doesn't happen very often).

In my language, i'd agree by saying; The conflict between Exec's, Managers and Shop-floor in communication terms stems from their relative Emotional, Environmental Experience (EEE - imprinting). This is a major part of the formation of cultural layers, which ultimately become cultural barriers. Where language evolves in these layers independently of each other, it is rare that modern approaches to set strategy, agree structure and control through systems do anything but enhance and perpetuate the divides and disconnects formed by those experiences had at different levels of the organisation.

Understanding psychology and neuroscience makes it very easy to see these barriers and related issues, it also provides the knowledge required to address them and better effect change and performance improvement. Yet, when was the last time any of us heard of a Leadership team going on a course which connects the application of best practice tools (Variation control), Systems (Control by logical judgement), psychology (of individuals interacting with systems) and neuroscience (the science behind learning, reactions and memory).

Bring forth the leadership revolution! I'm right beside you.