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Scooped by Deb Nystrom, REVELN
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Daniel Kahneman Revolutionized the Way we Think and Decide

Daniel Kahneman Revolutionized the Way we Think and Decide | Change Leadership Watch | Scoop.it

Thinking, Fast and Slow was a global bestseller, and had a profound impact on psychology and economics, as these tributes from other leading figures show.

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...human nature saddles us with some unfortunate limitations...we have the means to overcome...some of [them]...

   

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His central message could not be more important, namely, that human reason left to its own devices is apt to engage in a number of fallacies and systematic errors.   ...better decisions ...[come from]...aware[ness] of these biases and seek[ing] workarounds. That's a powerful and important discovery.


...Steven Pinker [author of this post] taught his research for more than 30 years   ....Our minds do not naturally process statistics on incidents of violence, and so Kahneman helps explain why my claim is news or why it's hard for people to believe.


....We have our differences. I think he is a pessimist, whereas I am an optimist. ...human nature saddles us with some unfortunate limitations, ...he ....shows in the "slow thinking" part of his book – that we have the means to overcome some of our limitations, through education, through institutions, through enlightenment. ....gradually, bit by bit, with two steps forward, one step back, I think that our better angels can push back against our limitations and flaws.

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Deb Nystrom, REVELN's insight:

I've read the book, re-read it, and will keep re-reading it until my mind grasps the pervasive magical thinking in our business systems and daily habits.  Simple improved awareness is a way to awaken sense-making in our daily decision making.  I like to post items like this to help us "see" the dangers of the status quo at work.  ~  D

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Top Reasons Cultural Transformations Fail, Leadership Behaviors & Supporting New Structure

Top Reasons Cultural Transformations Fail, Leadership Behaviors & Supporting New Structure | Change Leadership Watch | Scoop.it

"Managers’ leadership behaviors & operational decisions get to the root of the problem with failing change efforts including cultural transformations."


“…studies show that upper management is only aware of about 4% of all the problems...”


From a post today by Graham Garrison:

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  • “…studies show that upper management is only aware of about 4% of all the problems in the workplace while those on the bottom rung are aware of 100%.

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  • “A huge factor is engaging managers and frontline workers before changes are implemented. The frontlines know what is working and what isn’t; get their perspective and making them a part of the change.”

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In change, it's getting both the leadership & management behaviors & actions to aligned realization, reference Daryl Conner (Managing at the Speed of Change) and his Commitment Curve.  Garrision highlights:

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  • Our experience is BOTH leadership and management are needed. 
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  • Focusing on the “soft” side of culture, such as purposeful connections to the heart, an energizing vision, engaging through core values, or strengthening leadership behaviors are vital. 

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  • [They must be] backed up by realigning operational processes and shifting key support systems 

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  • Otherwise you'll end up with "highly motivated people who come to feel manipulated and powerless against 'the bureaucracy.'"
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It is in the tactical and operational structures of IT, metrics/measurement, org structure and HR  (compensation, what gets people hired, fired, and promoted) where leadership & manager values become "rhetoric or reality," says Garrison.

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