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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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Want Cultural Change to Stick? Change The Way You Operate - Forbes

Want Cultural Change to Stick? Change The Way You Operate - Forbes | Change Leadership Watch | Scoop.it

"Do you want sustained cultural change ? Until the operations change, NOTHING will stick."


Yeah, yeah.  Change consultants know that cultural change can kickstart with organizational changes or strategic changes that look powerful & imply true change. But it is the work in the trenches, the operations changes that make the difference for going the distance.


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“Building a team that combined the old and the new was critical to our success."

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Excerpted, a few of the golden gems:


[Operations] is often the most difficult part of the change process because operations involve ingrained habits, practices, and systems.


It’s worth the effort because corporate culture is the only truly sustainable competitive advantage.  [DN:  I'd add leader behaviors for innovation, coaching & team collaboration support.]


From the Equifax case study:


“Building a team that combined the old and the new was critical to our success.


It was critical for me as a leader to not underestimate the people part, getting people to engage, be willing to support and sustain the change.


Strategy and execution has to be joined by a very strong psychological conversion of beliefs, from the old patterns to the new.” 

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Why Traditional Business Transformation Doesn't Work: Co-Creative Transformation | Innovation Playground

Why Traditional Business Transformation Doesn't Work: Co-Creative Transformation  | Innovation Playground | Change Leadership Watch | Scoop.it

Over 60% of companies out there are operating on a dated buisness model and 20% operating with a mental model that had expired for more than 5 years ago.


Business transformation traditionally takes the form of unfreezing to refreezing and briding the gaps in capabilities, mindset and performance.  This classic change model was ok for the olden days; it's too rigid to work now (unless we classify it as a slushie!)


The transformation model featured in this blog post by Idris Mootee has a strong future orientation, uses design thinking principles, and features a tangible, collaborative co-creation process.


A high-level view is captured by the following formula: Successful Brand-Driven Business Transformation = P+N+C+M+I+F


P = Develop a perspective of the future(s) informed by strategic foresights (both customer and technology contexts) and deep organizational insights;


N = Develop a co-created brand narrative that inspired people re: possibilities and purpose at the core of the story;


C = Develop a compelling case for the need for change developed and shared by all executives, investors, employees and B2B business partners;


M = Map - Develop a practical means to tie innovation (roadmap) and projects to the desired future(s);


I = Design an incentive systems that are aligned to identify and encourage appropriate behaviors compatible with the desired future;


F = Develop feedback mechanism for each stage of the process to monitor progress and provide input for continuous improvement.

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When Food Isn't the Answer to Hunger

When Food Isn't the Answer to Hunger | Change Leadership Watch | Scoop.it
The Obama Administration’s proposal to change an outdated food aid restriction would allow the United States to feed millions more people at the same cost.

   

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...By strengthening and not undercutting local farmers, cash aid also helps countries to avoid hunger later.

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Excerpts:

In many places, people go hungry because there is no food. But in a lot of places, food is available and the market is working — people are just too poor to buy it. In those places, giving individuals or charitable groups cash to buy food can make food aid cheaper, faster and fairer. By strengthening and not undercutting local farmers, cash aid also helps countries to avoid hunger later.


   

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...giving individuals or groups cash to buy food can make food aid cheaper, faster and fairer....the United States, the largest donor, is still tied to sending [food]...

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With the exception of one country, every major supplier of humanitarian food aid enjoys the flexibility to use whatever form of aid works best — they can send food, buy food in the affected region, or just provide cash or vouchers. But the United States, the largest donor, is still tied to sending sacks of grain and legumes from America. Only 15 percent of American humanitarian food aid can be untied — bought outside the United States.


Now the Obama administration proposes giving America more flexibility. In the 2014 budget it just submitted to Congress, it is upping the untied amount from 15 percent to 45 percent.


The proposal also modernizes food aid by ending a second great inefficiency: a process known as monetization. And it is planning to ask American companies to provide not just commodities but also super-nutritious foods for the severely malnourished — in general modernizing food aid.


Read the full article here, including the problem in Haiti - why our food donations are disrupting their ability to recover.


Photo:  By Feed My Starving Children (FMSC), Flickr

 

Deb Nystrom, REVELN's insight:

Smart intervention into the food, market & hunger system seems to be the answer.  The US system of subsidy seems to be part of the problem, especially for Haiti and other very poor countries.  ~  D

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Robin Martin's comment, May 18, 2013 10:57 AM
Thanks for sharing Deb...I'm rescooping this one to "leadership." I guess I need the premium version of Scoop.it so I can create more topics!! ; )
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Youth and Optimism: Emotional Intelligence foundation skills for the Future of Change Resiliency

Youth and Optimism: Emotional Intelligence foundation skills for the Future of Change Resiliency | Change Leadership Watch | Scoop.it

"Introducing students as young as 13 to the principles of EI can have an significant impact on behaviour and academic performance.  The benefits only increase as the students mature towards school leaving age."


This HR article captures the systemic nature of our education system and the need for long term thinking, especially with the decline of creativity in the U.S.


Excerpts:


Dr Martin Seligman of the University of Pennsylvania found that scores on a test of optimism in 500 UPENN freshmen were a better predictor of actual grades during their first year than SAT scores or high school grades.


...There is no doubt that by measuring and developing key emotional elements such as self-awareness, empathy, adaptability, relationship skills and optimism (none of which you will find on the curriculum of most schools today!) [improves] our predictions around which students will succeed and which may need more support.


...we can actually improve academic results and, even more importantly, prepare our young people better for higher education or the workplace.

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