Just Listen, Author: Mark Goulston.
By Art Petty – For high-stakes topics involving strategy and investments, you’re in competition with others for attention and resources, and not everyone wants you to win. When faced with a direct or passive-aggressive attack on your ideas and character, your response speaks volumes about your maturity and leadership to everyone involved.
Learn to navigate meeting room confrontations with diplomacy, grace, and a good bit of psychology, and you will go far.
For all sorts of good reasons, we’re wired as humans to quickly recognize dangerous situations and respond accordingly. Our brains shift precious resources away from the slower, smaller processing center and trigger a flood of chemicals preparing us for fight or flight. Drunk with adrenaline, we’re apt to either lash out or look for the first exit, including shrinking and withdrawing.
Dr. Goulston suggests we run through a simple mantra that allows us to derail the amygdala hijack and maintain our presence of mind.
Your goal is to gain a few precious seconds and work your reboot process. more>
By George Bradt – Most understand the need to follow up and monitor progress on a theoretical level. Yet there are few guidelines to how frequently you should do that. Let me suggest that varies by the nature of what you’re monitoring, ranging from daily or even more frequently for tasks to annually for strategic plans.
Ben Harkin discussed the value of monitoring and reporting in the Psychological Journal. His headline is “Frequently Monitoring Progress Toward Goals Increases Chance of Success” – especially if you make the results public. While he was more focused on personal habits and goals, the findings are applicable to organizational behavior as well.
Here’s my current best thinking on the right frequency of monitoring. The main discriminant is the nature of the work and level of people doing the work with tighter, more frequent monitoring of tactical efforts and looser, less frequent monitoring of more strategic efforts.
- Daily or more frequently – Tasks
- Weekly – Projects
- Monthly – Programs
- Quarterly – Business Reviews, adjustments
- Annually – Strategic/Organizational/Operational processes
Posted in Book review, Business, How to, Leadership, Product, Science, Technology
Tagged Business improvement, Leadership, monitoring, Organization, Productivity, Technology, Test & measurement
Head for the Hills with Kopernikk
By Charles Purdy – A love of the outdoors is plainly evident in Kopernikk’s photography, and he comes by it naturally, having grown up on a farm near the Czech city of Pardubice, which he still calls home—that is, when he’s not on the road for a photography expedition. In fact, it was a 2014 trip to the Czech Republic’s Giant Mountains that set Kopernikk firmly on a path to making his living as a photographer.
He remembers, “In November 2014, my friend Jirka invited me to Špindlerův Mlýn in our Giant Mountains. The weather was so magical—I was like Alice in Wonderland, and I made hundreds and hundreds of photos on my mobile phone…. This day changed everything, and I knew then what I wanted to do with my life. It’s also the reason I have Sitka, my Czechoslovakian Wolfdog—I’ve always loved wolves, and when I started traveling I decided I wanted to have my own ‘wolf’ as a travel buddy.” more>
Thinking in Bets, Author: Annie Duke.
By Alan Pentz – As humans we are often overconfident in our decision-making and even if we are unsure, we become more confident after a decision has been made. Studies of confirmation bias show that we seek information confirming our views and filter out evidence to the contrary. That’s a great strategy to feel good in the short term but isn’t going to lead to the best outcomes for your organization in the long term.
Thinking in bets (or thinking probabilistically) forces us out of that framework. Duke points out that people who are asked probabilistic questions are less sure and tend to hedge. It’s easy to say, “I’m 100 percent sure about this,” when nothing is really on the line, but if I ask you how much would you bet that you are right, suddenly the calculus changes.
So how does this impact government innovation? more>
Posted in Book review, Business, Economic development, Education, How to, Leadership
Tagged Betting, Business improvement, Capital, confirmation bias, Government, Innovation, Leadership
PLM ALM Integration using Teamcenter Linked Data Framework
By Jatish Mathew – Reports from the field indicate that the power window system in a particular car model has a defect. The anti-pinch feature does not work all the time. Customer service files a high priority incident report.
Representatives from different engineering teams meet and try to find the root cause of the problem.
The problem may be due to hardware failure such as a stuck button, it can be in the embedded software, or it can be a combination of hardware-software. Each team analyzes the problem using their tools and processes but when these teams need to coordinate what do they do?
The biggest worry for engineers, when they work with different teams, is that the practices, processes, and tools they use are diverse. How do they ensure that teams effectively collaborate without losing the processes and systems that work well for them?
In this post, we will explore how hardware (PLM domain) and software (ALM domain) teams work together to solve the power window problem. The automotive company in our example uses Linked Data Framework (Customer Only Access) to integrate and collaborate across domains. It is an integration framework to integrate different enterprise information systems such as Product Lifecycle Management (PLM) systems and Application Lifecycle Management (ALM) systems.
PLM ALM integration using Linked Data Framework helps with the following business problems:
- How do you implement a process such as change management across different domains such as PLM and ALM?
- How do you avoid creating new applications, and avoid user training?
- How do you enable ALM users to access PLM data without learning PLM concepts or new tools?
Posted in Business, Education, How to, Product, Technology, VIDEO
Tagged Broadband, Business improvement, Jobs, PLM, Productivity, Siemens PLM, Technology
By Steve Denning – The successful Agile transformations that I have seen in large organizations have typically begun without authority or budget resources. That’s because at the outset the organization usually doesn’t understand what Agile is or what it is getting into. This can lead some despair among Agile coaches as to whether Agile transformation is even possible in large organizations.
In fact, a comprehensive survey of successful organizational change in large organizations by Larry Prusak and Tom Davenport back in 2003 concluded that deep change rarely begins at the very top of a large organization. In part, that’s because the CEO is usually too busy to understand what’s involved or give it the commitment that it needs. It’s also because, if the change is led from the top, it risks being perceived as “just another command-and-control brainwave.”
In theory, the change could also be led by someone at the lowest level of the organization, though it can be hard for people at that level to see what’s going on beyond their own unit, or to acquire the organizational knowledge or the social capital to mobilize broader support.
So typically, the change begins at the middle, or upper-middle, of the organization and follows a certain pattern.
The pattern is similar to what I saw in a large and very change-resistant organization— the World Bank— where I was working in the late 1990s and where I—quixotically—set out to effect a change its strategy, without any budget resources or authority to do so. The organizational transformation in question wasn’t Agile, but it was a big, deep change involving a shift in organizational culture.
The dynamic that I experienced in the World Bank—the whips, the scorns, the opposition, the skullduggery—is something that I’ve seen play out in many organizations implementing Agile. If your challenge is an Agile transformation in a large organization, here are ten fundamental characteristics that you are likely to encounter, more>
Posted in Book review, Business, Education, How to, Leadership, Net
Tagged Broadband, Business improvement, Internet, Leadership, Organization, Productivity
Posted in Business, Economy, Education, History, How to, Net, Technology
Tagged Business improvement, Capital, Government, Internet, Jobs, Leadership, Skills
By Alan Pentz – I’ve become increasingly convinced that good organizational leadership is relatively simple but not easy. In other words, unless you work at NASA, good leadership and management isn’t rocket science. You can argue around the edges but most gurus preach that leaders should:
- Know their customer and mission.
- Set a clear direction.
- Focus resources on the most important initiatives that will get you there.
- Build a great team to implement.
- Ensure accountability.
- Communicate the story and progress of the organization.
- Learn and adapt as you go and never forget about No. 1.
Warren Buffett famously urged investors with an IQ of 150 to sell 30 points. He wrote:
“To invest successfully does not require a stratospheric IQ, unusual business insights, or inside information. What’s needed is a sound intellectual framework for making decisions and the ability to keep emotions from corroding the framework.”
Replace “invest” with “lead” and the statement is equally as true. more>