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There’s more than enough wrong-doing and injustice in the world to make us angry. But no matter how righteous, anger is not a good motivator. It clouds our perception and makes us blind. How do we look clearly into situations, with clarity and equanimity, so that we know what to do, how best to respond wisely?
From Knowledge@Wharton: Errors and omissions of the most ordinary and preventable kind kill thousands of patients every year in hospitals throughout the developed and developing worlds. A simple solution exists to this problem, argues Atul Gawande in his most recent book, The Checklist Manifesto: How to Get Things Right. A surgeon and a journalist, Gawande shows just how effective checklists can be to reduce the damage caused by human fallibility in industries including medicine, construction, aviation and others where the work environment depends on complicated processes, technology and equipment. So why aren’t checklists used in every operating room and ICU? The answer is simple: In the existing medical establishment, too many doctors don’t like to be told what to do. Add one more box to the checklist — the need for cultural change.
From ChangeThis: “The American corporation is bad at culture. It’s good at management, finance, technology, and HR. It’s getting better at innovation, cocreation and social media. But culture? It still pretty much sucks at culture. Culture is the ‘last mile’ for the corporation. It’s the final ‘core competence’ required for its skill set. Until it masters culture the way it now master the other pieces of management — finance, strategic planning, human resources — it will suffer the blind side hit or miss yet another opportunity. The thing about errors here is that they are not small. They do not merely take a percentage point of volume or profit. They do not merely inflict a tiny ding on a CEOs reputation. No, the mistakes that come from culture can cost millions. And they lay a CEO low. It’s time to bring in a Chief Culture Officer.”
From Stephen Billing: Alvesson and Sveningsson in their amazing book “Changing Organizational Culture” identify on pages 162 –163 six fallacies that are common in organisational change work. How many of these are driving your change projects?
From ChangeThis: When great starts have poor endings, it can leave change pioneers disappointed, hard working organizers disheartened, and skeptics with proof they were correct all along. It makes the next initiative more challenging to launch and the next set of resistors more defiant. However, without needed change the organization risks losing its competitive advantage. Losing its edge makes it harder to attract and retain the best talent and resources, and in today’s economy, the death knell begins.
From ChangeThis: Humankind has had writing for about 13,000 years. Books got pretty cheap around 600 years ago when Gutenberg created movable type. The Internet has made access to good ideas almost free for billions of people. So why aren’t the vast majority of us happy and healthy by now? Where is progress?
From ChangeThis: “When we align ourselves with the opinions of others without examination, we are robbing ourselves of the opportunity to analyze our own preferences and desires, to determine our own solutions. We miss the chance to review the criteria others are utilizing, to question their biases and seek our own inspiration. In stunting the development of our own individual perspectives and initiatives, we trap ourselves in lives that appear to be predestined, and deny the possibility of realizing our personal potential.”