Business Profitability Paradox Revisited
Posted on02 Apr 2012
Tagsprofitability, business, Costco, organizational culture, customer service, customers, employees, Mercadona, MIT Sloan School of Management, Quik Trip, retailing, returns, The New Yorker, Trader Joe's, training, Zeynop Ton
Comments0
In the March 26, 2012 edition of The New Yorker, I ran across the article, “The More the Merrier”, which sited the... Read More
Placebo Management (Pt 2): Tapping Emotions
Posted on09 Jan 2012
Tagsapproaches, change, change management, effective, effectiveness, expectations, feelings, Harvard Medical School, information, initiatives, management, Michael Specter, objectivity, Performance, placebo, Placebo Management Series, Power of Nothing, relationships, Ted Kaptchuk, The New Yorker
Comments0
Previously I had indicated that placebo management could impact performance. I recently read Michael Specter’s article, “The Power of Nothing,” in the... Read More
Cooperation vs. Self-interest (Pt 5): Humans vs. Apes
Posted on08 Dec 2011
Tagsapes, context, cooperation, Cooperation vs Self-interest Series, diversity, Elizabeth Kolbert, empathy, employees, humans, intelligence, intrinsic, Max Planck Institute for Evolutionary Anthropology, Michael Tomasello, problem solving, self-interest, Sleeping With The Enemy, The New Yorker
Comments2
In a previous post, I briefly mentioned the work of Michael Tomasello of the Max Planck Institute for Evolutionary Anthropology as reported... Read More
Coach Selection: A Highly Subjective Affair
Posted on05 Dec 2011
TagsThe New Yorker, Personal Best, Performance, marriage, experience, credibility, coaching, Atul Gawande
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People periodically ask me, “Should I get a coach?” I chuckle because it’s akin to asking, “Should I get married?” Coaching as... Read More
Cooperation vs. Self-interest: Which Reigns Supreme?
Posted on12 Sep 2011
Tagsbusiness, cooperation, Cooperation vs Self-interest Series, Elizabeth Kolbert, Harvard Business Review, intelligence, Max Planck Institute for Evolutionary Anthropology, Michael Tomasello, problem solving, self-interest, team intelligence, The New Yorker, Yochai Benkler
Comments5
Recently, Harvard Business Review focused its July-August 2011 issue on collaboration. It connected so well and deeply with my own experiences that... Read More
Leadership’s Dark Side
Posted on25 Jul 2011
Tagscompetence, confidence, facts, goal setting, Iain Couzin, Jens Krause, John Seabrook, leadership, Leeds University, Princeton University, The New Yorker
Comments7
If you research leadership, you’ll find virtually all leadership models promoting the concept as something approaching divinity. What we don’t address is... Read More
Change Taste without Changing Anything about the Food
Posted on18 Jul 2011
TagsPepsiCo, presentation, price, problem solving, restaurant, Snacks For A Fat Planet, taste, The New Yorker, utensils, people, ambiance, brain, cooking, feelings, food, Influence, John Seabrook, message, packaging
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This post is similar to my previous post about changing the message by how people feel about the messenger. In the case... Read More
Innovation: Challenges from a Relationship Perspective
Posted on09 Jun 2011
TagsChallenge, creativity acorns analogy, Xerox, The New Yorker, Steve Jobs, relationships, Picasso, Personality, oak tree, Malcolm Gladwell, innovation, failure, diversity, art
Comments1
Malcolm Gladwell’s article “Creation Myth” in the May 16, 2011 edition of The New Yorker was the best article I’ve read about... Read More
Change Management – Tactic #5: Request Demonstration
Posted on14 Apr 2011
Tagstraining, time, The New Yorker, The Hot Spotters, teachable moment, teach, prioritization, Change Management Tips Series, change management, change, Atul Gawande
Comments0
The Hot Spotters, by Atul Gawande in the January 24, 2011 issue of The New Yorker spoke primarily to minimizing medical costs... Read More
Change Management – Tactic #4: Repetitiveness
The Hot Spotters, by Atul Gawande in the January 24, 2011 issue of The New Yorker spoke primarily to minimizing medical costs... Read More
