culture category archives
I breezed through Jim Benson's short and informative Why Plans Fail: Cognitive Bias, Decision Making, and Your Business. As you can see from the subtitle, it isn't about blaming someone else for why plans fail. It's about helping us see how our own thinking gets us in this mess.
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Ask yourself some good questions, rather than worry about getting buried in information. This is the essential advice of Frank and Magnone's new book.
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Context matters. I've said this for years. And now, Sam Sommers has a new book out that says the same thing. Plus a video introduction.
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Interesting set of executive "habits" associated with failures from Sydney Finkelstein - originally published eight years ago. I like the "lack of respect" early warning sign.
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To create change we have to move people to a new way of acting with each other (behaviors). The concept behind Viral Change is to make those behaviors infection: spread, copy, reinforce, and spread more.
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A tech firm has publicized their desire to phase out work email. That is a new way to reach Inbox Zero.
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Christopher Avery's "Teamwork is an Individual Skill" may be ten years old, but it is a great resource. The short summary: I am responsible for the success of any venture in which I choose to participate
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I was listening to the Stanford DFJ Entrepreneurial Thought Leadership seminar with Mårten Mickos and I heard him say something interesting about how your customers react not so much to your product, but to how you treat the other customers.
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I have come across several items on collaboration that have continued to rattle around in my brain, so I thought I would pass them along.
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Building on Dan Pontefract's thinking about the foolish distinction of generational divides when it comes to learning and collaborating in our world.
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To get your collaborative culture, focus on the behaviors you want to see, not on the culture.
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Sadly, eating ice cream isn't the solution to everything. But this research suggests good starts and breaks will not only help the physical body, but the mind as well.
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A New Yorker cartoon points in the wrong direction for change management.
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Riffing off of a great piece by Kevin Jones / vinJones on dealing with the right problems. Might want to check out his other pieces too.
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Just because you think it won't work here doesn't mean that is true. What do you see instead?
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If you or your business are trying to get more done, focus on the mechanisms for getting things done and getting them done quickly. Don't simply push more into the system.
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A great paper from 1988 by Jonathan Grudin reminds us to pay attention to all the points of view when brining new technologies to bear in an organization.
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If you are interested ideas about computer supported collaborative work (CSCW) and what might happen with smart technologies in everyone's pocket, have a look at Smart Mobs from Howard Rheingold.
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Have you ever been in the situation where you want to help people get out of a bad situation, but they are so comfortable with the way things are that they want to stay? That's the Stockholm Syndrome, and it doesn't just apply in kidnapping situations.
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Interesting piece by Deb Lavoy on the skills required of collaboration. Listening and reflection show up a lot. As does curiosity, one of my favorites.
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New tools and technology are fun and all, but once you get beyond the experimenting stage, please decide how you are going to use that shiny new tool to do the things you need to do.
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What's in it for me? This is the classic question that you want to answer as you are developing any change initiative. It seems to come u a lot in discussions of new technology, knowledge management and social business. Jem Janik has a great WIIFM matrix that looks at the question from several perspectives.
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I just finished David Anderson's _Kanban_, and I really enjoyed it for its sensible combination of ideas into something that really seems to work. And while he doesn't discuss it, I see application in many other areas than software development.
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JP Rangaswami has posed five principles of working when it comes to the "maker generation." I wonder how we are going to change work to make these principles come alive.
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Based on a recommendation, I decided to pick up Daryl Conner's Managing at the Speed of Change. The book's focus is more on the underpinnings of why changes work (or fail), based on his research and experiences. I enjoyed the model he developed in the book.
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Change projects affect people just like an ever-increasing load on a spring will eventually deform and break the spring. With too much load, the change projects eventually deform and break as well.
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It's Student's Syndrome: waiting until the last minute to do anything, usually because they have plenty of time - and because there are many other things to do instead. Only it is worse than I had previously thought.
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My brief review of John Kotter's "The Heart of Change." Throughout the book, Kotter emphasizes two things - moreso than in Leading Change. One, leading change is all about changing people's behavior. And two, the path through all the stories is about "See, Feel, Change."
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More thoughts about knowledge management in small businesses. What kinds of tools are right for your KM work? It all depends on what you are trying to do.
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I don't quite know how this happened, but I have just read another book on the tribal dynamics of organizations. This time it is Tribal Leadership by Dave Logan, John King and Halee Fischer-Wright.
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A few years ago (when I was a teenager), I recall a friend's mother telling me something along the lines of "Ignoring someone is the height of ignorance." The implication being that it is offensive to the person you aren't paying attending to.
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As usual, sevearl threads tie themselves together in my mind. Today it falls on personal responsibility and leadership responsibility.
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Rawn Shah has a piece in at Forbes.com in the Leadership column in which he talks about "Why You Must Network With Your Younger Employees." It's inspired some discussion about these ubiquitous generational models.
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Another book in my long backlog was Ray Immelman's "Great Boss Dead Boss." I finally picked up a copy and thoroughly enjoyed it. As with many good books, the ideas have me looking at the world in a slightly different way.
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Michael Idinopulos of Socialtext has a thoughtful reflection on the "Enterprise 2.0 conference, The End of the Culture 2.0 Crusade?". He's definitely in the Process camp, but we need to look at both.
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If you are trying to drive change into an organization, and the group affected gets no value from the change (or worse: negative value), how do you expect things to work?
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The APQC KM Community Webinar today was an interesting discussion from Victor Newman about "sticky" organizations and what happens when smart people arrive from the outside.
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If you don't learn from your mistakes, you are doomed to repeat them. If you don't learn from your successes, you can hardly improve upon them.
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My friend, Noreen Kelly, has an article in Leadership Excellence magazine on the topic of trust, "Why Trust Matters, It's the glue that holds us together." My summary would include honesty, integrity and humilty.
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There is a bigger issue with email than simply "inbox zero:" e-mail not a solo sport. People send and receive emails from many others, and it is their behavior that affect individuals just as much as her own actions.
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An interesting find of the "Nine Project Management Fallacies" by Rick Brenner of Chaco Canyon Consulting. These are not fallacies about building projects or executing projects, they are fallacies around how we think about projects.
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Do people and groups have an overall level of risk with which they are comfortable? If risk is reduced in one area, does it get consumed by increased risk in another area? This is the hypothesis of risk homeostasis as proposed by psychology professor Gerald J. S. Wilde. And how does this relate to buffers from Theory of Constraints?
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Federal Computer Week has a piece on knowledge management as seen by the US Department of Defense and the soldier in the field. I think it shows a nice juxtaposition between the needs of the front line soldiers (employees) and the back office executive organization.
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Enterprise 2.0 culture cannot be forced on the people in the organization.
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My review of Chip and Dan Heath's new book, Switch. It has been making the rounds of my networks, and now it sits next to me with lots of dog-eared paged and underlinings. And special thanks to Tammy Green for adding another point of view to my thoughts here.
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"Super Size Productivity Now: 3% Automation, 97% Leadership" by Kathleen Brush talks about how organizations can create more real productivity - and it's nearly all down to leadership.
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What is "culture?" Patrick Dunn asks that question in "Culture eats strategy for breakfast - yes! But let's be clear what culture is." Any big change needs to be aligned with the organizational culture.
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Trust beyond reason is how I get results beyond hope.
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You have to be careful with "culture" discussions because they can lead you down some strange paths. Ana Neves has an interesting discussion around knowledge management, and I see them applying to just about anything that wants a specific culture as part of the strategy.
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Jim McGee points to an interesting interview with Jordan Frank on the idea that we have a "responsibility to collaborate" with one another. I see it both from the perspective of the individual and of the organization as a whole.
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