Venting, Wetsuit Analogy
Posted on17 Apr 2014
Tagsconflict, conflict management, dissent, diversity, listen, management, relationships, Talent, venting, venting-wetsuit analogy, analogy collection
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Venting is critical to a healthy culture. Unfortunately, we often characterize venting as “negativity,” “resisting change,” “not a team player,” “not with... Read More
How Psychopaths Become CEO’s (Pt 4) – Preferred Cultures
Posted on22 Aug 2013
Tagsauthority, competitive, conflict, organizational culture, dissent, diversity, education, emotional intelligence, Harvard Business Review, incentives, negative, process, psychopaths, relationships, rules, self-interest, Psychopath in Workplace Series, bottom-line focus, ends justifies means
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Previously, the situations and trends psychopaths prefer. Now, we will discuss the cultures as summarized in the introductory post of this mini-series:... Read More
Optimism Genetically Determined
Posted on08 Aug 2013
TagsThe Economist, complacency, glass half full-half empty metaphor, Oxford Centre for Emotions and Affective Neuroscience, Elaine Fox, YinYang, problem solving, Pollyannaism, pessimism, Personality, optimism, nature/nurture, innovation, glass, genetic code, free will, dissent
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We aren’t born blank slates; we come with personalities. These personalities, along with our bodies (more) and hormones influence our views, including... Read More
How Psychopaths Become CEO’s (Pt 1) – Introduction
The short answer to this post’s title is that we let them. To understand this, we need to examine this outcome as... Read More
Stories as Inhibitors of Change, Innovation
Posted on11 Mar 2013
Tagsopinions, change, change management, dissent, facts, history, ideas, Influence, innovation, Northwestern University, adaptability, question, rationale, storytelling, The New Yorker, thinking process, think outside the box, George Packer, Dan McAdams
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Stories galvanize people, helping them to learn, to coalesce around ideas. If we look at this galvanization as solidification, we can also... Read More
Creative Innovation (Pt 7): Conflict
While we’ve discussed the benefit of dissenters and disruptive personalities with respective to creativity and innovation, I’ve implied conflict but have not... Read More
Creative Innovation (Pt 6): People Mix
In previous posts of this series, I covered accepting disruptive personalities, allowing spontaneity and creating conditions for interactions. Underlying these are people.... Read More
Extremely Unified Groups: More Aggressive, More Destructive
Posted on20 Aug 2012
Tagsorganizational culture, creativity, compliance, business planning, aggressive, adaptability, Daisy Yuhas, product of our environment, USC Marshall School of Business, University of Southern California, team building, synchronicity, Stanford Prison Experiment, standardization, Scott Wiltermuth, Scientific American, planning, people, military, leadership, innovation, group, dissent, Disruptive Innovation & People Analogy
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Groups change people; a person in a group is very different alone. Subliminal influences encourage groups to accept those who adopt its... Read More
Linking Disruptive Innovations and Disruptive Personalities
Posted on05 Jul 2012
TagsClayton Christensen, Creative Innovation Series, crisis, David Kushner, Disruptive Innovation & People Analogy, dissent, George Holtz, Harvard University, innovation, management, Personality, sensitivity, Steve Wozniak, The New Yorker, glass half full-half empty metaphor
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Innovation is born from people. Children are like their parents in many ways. Do disruptive personalities give birth to disruptive innovations? Research... Read More
Accounting for Unconscious Biases in Your Decision Making?
Posted on16 Dec 2010
Tagsabilities, behavioral economics, budgets, Dan Lovallo, decisions, dissent, diversity, economics, leadership, management, McKinsey & Company, Olivier Sibony, optimism, self-interest, uncertainty, unknown
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The article, The Case for Behavioral Strategy, (PDF) by Dan Lovallo and Olivier Sibony* from the March 2010 McKinsey Quarterly states: Once... Read More
