What Got You Here Won't Get You There: Difference between revisions
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*I don't get this adding too much value thing. It appears that if there is a better way, why not do it? Is it about letting people make their own mistakes? Like the torch table controller example where we fixed it after they fucked it up, only wasting a bunch of time. I wrote it off as a failure to learn from best practice. | *I don't get this adding too much value thing. It appears that if there is a better way, why not do it? Is it about letting people make their own mistakes? Like the torch table controller example where we fixed it after they fucked it up, only wasting a bunch of time. I wrote it off as a failure to learn from best practice. It's apparently 'my idea' vs 'your idea' and it's efelfects on motivation. But in a collaborative org - it doesn't matter whose idea it is- just build on best practice! | ||
*I do disparage competitiveness. Because collaboration clearly gets you farther: sharing knowhow. To say otherwise in my book is retarded. Is there any historical example where competition created a win-win situation? I'll gladly consider an example. Ex: US arms race; sports, not a win win. Science - inferior science. Resource conflicts. Scarcity everywhere. The point we must understand is that win win is collaborative. Not splitting the difference must be collaborative. | *I do disparage competitiveness. Because collaboration clearly gets you farther: sharing knowhow. To say otherwise in my book is retarded. Is there any historical example where competition created a win-win situation? I'll gladly consider an example. Ex: US arms race; sports, not a win win. Science - inferior science. Resource conflicts. Scarcity everywhere. The point we must understand is that win win is collaborative. Not splitting the difference must be collaborative. | ||
*You can admit, 'thats me'. But are less likely to admit that it's a problem | *You can admit, 'thats me'. But are less likely to admit that it's a problem | ||
Revision as of 21:01, 25 July 2022
https://archive.org/details/whatgotyouherewo00mars
Notes
- I don't get this adding too much value thing. It appears that if there is a better way, why not do it? Is it about letting people make their own mistakes? Like the torch table controller example where we fixed it after they fucked it up, only wasting a bunch of time. I wrote it off as a failure to learn from best practice. It's apparently 'my idea' vs 'your idea' and it's efelfects on motivation. But in a collaborative org - it doesn't matter whose idea it is- just build on best practice!
- I do disparage competitiveness. Because collaboration clearly gets you farther: sharing knowhow. To say otherwise in my book is retarded. Is there any historical example where competition created a win-win situation? I'll gladly consider an example. Ex: US arms race; sports, not a win win. Science - inferior science. Resource conflicts. Scarcity everywhere. The point we must understand is that win win is collaborative. Not splitting the difference must be collaborative.
- You can admit, 'thats me'. But are less likely to admit that it's a problem
- 42 - the higher you go the more your problems are bahavioral. The candidate with superb interpersonal and not technical skills will win all the time. As we advance in our careers - bahavioral changes are the only changes we can make
- Good news is that leaders only have 1-2 of the grand 20 faults, so a solution is in sight
- Shift into neutral. It requires you to do...nothing!
- Don't do a to do list. Start a To Stop list.
- In a company, there is no system for rewarding avoidance of a bad decision.
- 35 - leaders don't need to learn what to do. They need to learn what to stop.
- 30 - natural law - What's in it for me? Hot button even for the most naughty - is their self-interest. All you have to do is find it. It's not the same for all people. Typically it's money, power, status, popularity. Where is meaning, purpose, autonomy, mastery?
- 24 - Getting from I choose to succeed - to I choose to change - is not easy.
- 12 - Ph.D. in organizational behavior.
- 360 degree feedback - includes family members. Apologize, advertise, and follow up. Then gratitude for feedback. Then feed forwarding.
- If we had a complete grip on reality, we wouldn't get out of bed in the morning! The most realistic people are chronically depressed!
- 3 team members assesses they contributed to 150% of success, lol. Each through they contributed 50%
- Funny twist on 80/20 rule - 80% think they are in the top 20%!
- People with high self-efficacy see opportunity where others see threats