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.
Leadership and character
Leading begins with a person who can first run themselves. The Stoics, Sun Tzu and modern behavioural models — on what a leader DOES rather than what a leader is.
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.
The Graičiūnas formula in practice
"Everything routes through me, I answer forty messages a night, and when I am ill nothing moves." That is not a character flaw. That is the formula, felt long before anyone counts it.
Aristotle's Politics: community, the common good, and the limit money does not have
Why a person only fully develops inside a community — and why the things everyone owns get the least care.
Barnard: the authority a subordinate grants
An instruction has force only if the person it is addressed to accepts it. In a volunteer club you see that every week.
Katz: the three skills of an administrator
Three skills — technical, people, big picture — and the mix changes as you rise.
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.
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.
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.
Aristotle's Rhetoric: ethos, pathos, logos
Persuasion begins with who is sitting in the room. What you want to say comes second.
Grice's conversational maxims
What you chose to leave out is heard just as clearly as what you said.
Fisher and Ury: negotiating by interests
An argument over positions has no end. The question "why do you need that?" has one.
Learning and teams
How people and teams actually learn, what gets in the way, and why points sometimes reduce the very willingness they are meant to reward.
Tuckman's stages of team development
Forming, storming, norming, performing — a shared vocabulary for friction. Not a diagnosis and not a score.
Deci and Ryan’s self-determination theory
Autonomy, competence, relatedness. Plus the warning this platform needs most: points can reduce the very willingness they reward.
Edmondson on psychological safety
A shared belief that it is safe to say the awkward thing. Not comfort — the condition for learning.
The same work written for a member: what to do with it in the club.