The works behind every gslk tool.
gslk is not a collection of advice. Every feature implements a specific, named work — with an author, a date and a source. The library runs from Sun Tzu and Xenophon to Ostrom and Edmondson, and every page ends the same way: what your club can do this week.
The honesty rule: where a model is contested, widely taught but weakly evidenced, or its instrument is commercially licensed, each page says so plainly. No claim here is stronger than its source allows, and every page states whether its primary source is in the public domain.
Every work grounds one or more of the ten gslk competency domains. Pick a domain to see who wrote about it — from antiquity to this century.
How an organisation is built
How a group of people becomes an institution that runs without its founder: span of control, functions, rules, the authority a subordinate grants, and handover to the next generation.
Brand and value
What someone thinks of you when you are not in the room — and how that is grown on a zero budget. It is the same model this platform's own research measures.
The economics of an organisation
Where the money comes from and where it goes; why organisations exist at all; and how a community governs what belongs to everyone.
Ostrom: shared resources a community governs itself
Shared things do not have to be destroyed. Ostrom found eight conditions under which a community keeps its own resources alive for centuries — with no privatisation and no boss.
Finding sponsors: parama (charitable support), paid sponsorship, and reporting back afterwards
Parama — charitable support, with nothing given in return — paid sponsorship, and support in kind are three different things in Lithuanian law, and a club calls all three by one word. The difference decides who signs and whether an invoice is needed.
Impact and responsibility
Who besides your own club is better off — and to whom the organisation answers. From Cicero on duty to stakeholders and sustainability.
The Social Change Model — the Seven C's
Leadership as a purposeful, collaborative, values-based process leading to social change — no title required.
Cicero's De Officiis: the useful and the honourable cannot stay apart for long
A book on duty from the Republic's last years — and on why staying silent already counts as deceit.
Freeman and the stakeholder approach
An organisation answers to everyone it affects and everyone who affects it. Owners are only one of those groups.
Carroll’s pyramid of responsibility
Four responsibilities — economic, legal, ethical, philanthropic. When the money runs out, the other three run out with it.
Elkington’s triple bottom line
People, planet, profit. And a rare thing in the literature: 25 years on, the author publicly recalled his own concept.
Speaking, writing, negotiating
An unspoken idea moves nothing. The canons of rhetoric, the rules of conversation, and negotiation that asks “why do you need that?” instead of arguing over positions.
The same work written for a member: what to do with it in the club.