Influencing and Problem Solving for Leaders and Others Mike Lehr's Blog

Brian Christian’s article, “Mind vs. Machine,” in the March 2011 issue of The Atlantic covers the Loebner Prize competition which administers the Turing Test to...

The Illusion of Free Will

Posted on24 Feb 2011

TagsDavid Brooks, free will, genetic code, programming, Social Animal, The New Yorker

Comments11

The notion of free will is a byproduct of our conscious, more specifically our ego. It treats emotions as a nuisance which it should control...

Change Management – Tactic #1: Pick the Right Moment

Posted on21 Feb 2011

Tagsmotion, organization, press, sell-off, teachable moment, The Hot Spotters, The New Yorker, medical, acquisition, activity, Atul Gawande, change, Change Management Tips Series, crisis

Comments0

Even though it spoke primarily to minimizing medical costs, the article, The Hot Spotters, by Atul Gawande in the January 24, 2011 issue of The...

When Best Technology Isn’t Best

Posted on17 Feb 2011

Tagscost-benefit, The Economist, technology, returns, options, military, low-tech, low-cost, jet fighters, humans, Harvard Business Review, customized, armed drones, alternatives, Air Power on the Cheap

Comments0

Sometimes we become enamored with technology for its own sake, automatically assuming that the most advanced technology delivers the best. Since the U.S. military tends...

“Who We Are” is Different From “Who We Think We Are”

Posted on14 Feb 2011

TagsChallenge, conscious, crisis, friends, iceberg, market research, outer world, parents, personal world, potential, quality service, subconscious, Thoughts, who we are, who we think we are

Comments0

As I had mentioned in a previous post, who we are (WWA) is different from who we think we are (TWA), an important concept behind...

Solving Problems Using the “Abstract to the Practical” Perspective

Posted on10 Feb 2011

Tagsabstract to the practical, definitions, details, ideas, problem solving, process, product, service

Comments0

I’ve had a lot of success solving problems by trying to address the challenges of moving an idea from the abstract to the practical. It...

Why Resistance to Change Is Natural and Healthy

Posted on07 Feb 2011

Tagsbad ideas, organizational culture, negative thinking, quality, resistance to change

Comments0

People do not like change. It creates many problems for our organizational culture and office politics. Leaders often see resistance to change as bad. Understanding...

Leadership vs. Management: The Difference (Part II)

Posted on03 Feb 2011

Tagscredibility, experience, formal organizational power, Harvard Business Review, hierarchy, Influence, informal organizational power, leadership, leadership vs management, management, relationships, Robert I. Sutton, True Leaders Are Also Managers

Comments2

I continue to receive a steady stream of visits to my original post on this topic, so here’s a follow up. As I mentioned previously...

Efficient Markets are Mirages

Posted on31 Jan 2011

TagsPaul Marsh, power behind beliefs, The Economist, Why Newton Was Wrong, neoclassical economics, behvioral economics, beliefs, economic bubbles, efficient market hypothesis, Elroy Dimson, EMH, financial markets, fundamental analysis, investing, London Business School, Mike Staunton, momentum effect

Comments0

Emotions drive human decision-making, a key assumption behind the effectiveness of intuitive approaches. However, mainstream economic theory – as represented by neoclassical economics which most...

Some People Have the Influence of Trees

Posted on27 Jan 2011

Tagsattorney, baseball, better, business planning, business retreats, emotions, fathers, Influence, mothers, motivation, planning, practical, rationale, trees

Comments0

When we enact our plans, influence plays a key role in leading our teams. Too often though we mistake control for influence. Looking at the...

Tunisia’s Lessons for Business Leaders

Posted on24 Jan 2011

Tagschange, conditionality, Influence, leadership, resistance, symbolism, Tunisia

Comments0

Many leadership models give the leader almost divine characteristics or minimally the best humanity can offer within a business context. These models often position the...

People Follow Leaders Not Facts

Posted on20 Jan 2011

Tagsauthority, convenience food, Edward Bernays, facts, Influence, intuition, mass psychology, public relations, relationships, Rise of the Image Men, The Economist

Comments0

Intuitive approaches rely upon relationships. They work because relationships are more powerful than any other force when it comes to influencing, including facts and even...

Mike Lehr’s Blog

Problems With Asking “Do You Understand?”

Change Management – Tactic #1: Pick the Right Moment

When Best Technology Isn’t Best

“Who We Are” is Different From “Who We Think We Are”

Solving Problems Using the “Abstract to the Practical” Perspective

Why Resistance to Change Is Natural and Healthy

Leadership vs. Management: The Difference (Part II)

Efficient Markets are Mirages

Some People Have the Influence of Trees

Tunisia’s Lessons for Business Leaders

People Follow Leaders Not Facts

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