Jennifer Garvey Berger
also referred to as: jennifer garvey-berger
30 statements across 3 episodes · 4 bullish · 6 bearish · 2 people on the record · first statement Oct 16, 2018 by Jennifer Garvey Berger · across every show →
On the record as a speaker too: Jennifer Garvey Berger's record, appearances and statements → this page counts the times other people say the name.
Everything said about Jennifer Garvey Berger, oldest first
Oct 16, 2018 neutral
Garvey Berger: Past organizational success cannot be replicated via standard playbooks
“In complexity, you can look back at it and get most of the patterns of it. Like, why did the culture of this organization go in that direction? Oh, well, we can trace that back. But then if we want the culture of the next organization to go in the same directi…”
Oct 16, 2018 neutral
Garvey Berger: Self-sovereign minds cannot hold perspectives differing from their own
“So in the self sovereign form of mind, which is early in our adult lives, and most people outgrow it, not everybody, but most people, other people's perspectives are just unachievable, right? You just can't take and hold somebody else's perspective if it's dif…”
Oct 16, 2018
Oct 16, 2018 negative
Garvey Berger: Leadership programs wrongly treat personal values as discoverable, not developed
“I know so many leadership development programs where people are trying to get folks to kind of name their personal mission, or name their values, or be their own boss, or whatever. Thinking that that's kind of a, I don't know, like an information thing, like a…”
Oct 16, 2018 positive
Garvey Berger: Self-transforming minds simultaneously hold internal and external perspectives
“I will begin to make sense holding both my perspective and your perspective simultaneously. And I will hold across perspectives so that I can I can not just work with what's inside me, but also work with what's outside me and hold them both. I can be the write…”
Oct 16, 2018 neutral
Garvey Berger: Complex systems inherently have no single root cause
“We tend to be looking for the root cause of something, but like in complexity, there's no root cause. There's no root cause of a hurricane, right? There's no root cause of a tsunami. There's no root cause in nature. There are just many forces that interact tog…”
Oct 16, 2018 neutral
Garvey Berger: Socialized minds derive self-worth and morality from external expectations
“And that's the socialized form of mind, where you're kind of Your sense of self-esteem and right or wrong comes from outside you and is imported into you kind of without your say, right? And without your ability to have edit rights on those ways you are being …”
Oct 16, 2018
Garvey Berger: Knowledge workers are valued for willingness to learn, not existing knowledge
“I think that means that the core attribute is not how much you know, but how much you're willing to learn and how much you're willing to question what you know. If what we want is, is stuff that's known, Google will do that for you, right? Like you don't, we d…”
Oct 16, 2018 negative
Garvey Berger: Certainty prevents leaders from learning until it is too late
“A leader who feels certain cannot be learning from other people. So the more sure you are as a leader about exactly what's right and what's wrong, exactly where you're going, the less open you will be to hearing that you're wrong until it's too late.”
Oct 16, 2018
Garvey Berger: Adults retain earlier developmental stages but cannot access unreached ones
“And I think it's true that from people who like the farther along this path you walk, the more the earlier stages are kind of in you and familiar and revisitable, you know, like they arise in a different context or at a different time of day or whatever. The t…”
Oct 16, 2018
Garvey Berger: Leadership Wisdom Can Be Accelerated Through Deliberate Work
“So it's certainly been my experience that this sort of progression of wisdom over years of experience, wisdom that can be accelerated but that takes some work that doesn't come for free and doesn't come automatically, that it's that sort of Showing up in the w…”
Oct 16, 2018
Garvey Berger: Complex systems require multiple small experiments over massive bets
“In the complex space, one unit of effort might lead to nothing, or it might lead to huge rewards, right? This is the unpredictable space of orchard growing and not shoemaking, right? It's a place where we just don't know what's going to happen next. And so in …”
Oct 16, 2018
Oct 16, 2018
Garvey Berger: Organizations naturally default to conservatism rather than innovation
“Actually, organizations are disposed to be Conservative, right? Once you have something to protect the organism, the organization goes into protection mode, which is not a creative mode. If you want an organization that's disposed to be creative, you have to f…”
Oct 16, 2018
Garvey Berger: Collapsing disagreements into one answer is unhelpful in complexity
“Our general desire to collapse those two into one right answer, actually in complexity is unhelpful. We don't know what the right answer is until afterwards. We want to cultivate those two different perspectives. Let's hold on to both of them. Let's not resolv…”
May 26, 2020 negative
May 26, 2020 negative
May 26, 2020 neutral
May 26, 2020 neutral
May 26, 2020 positive
May 26, 2020 positive
Leaders must manage anxiety rather than demanding excessive reports and scenario planning
“I think a piece of it is for leaders to manage their own anxiety. Not try to get the company to produce things for them that makes them feel as anxious, like more reports and more predictions and more scenarios.”
May 26, 2020
May 26, 2020
May 26, 2020
Leadership requires balancing steadiness against displaying excessive vulnerability
“Which involves being not so rock-like, but not so, so much humanity that people think, oh my goodness, like, this leader's losing it. Like, this is all this very, very delicate dance, and maybe it was always delicate, but now it's delicate in a supercharged wa…”
May 26, 2020 negative
90% of Garvey-Berger's consulting firm lost all income during the crisis
“There are about 50 of us in this firm, but we are all independent entrepreneurs that live under the same umbrella. I don't know what your business looks like, but that's what my business looks like. And for, you know, 90% of my colleagues, their income just di…”
May 26, 2020
People often listen to fix or win rather than to learn
“I just have this idea that a lot of the time we're listening for a purpose, and mostly that purpose is hidden from us, but if we were to really think about it, our purpose is to win, to convince the person of something, to convince them that in this case, it's…”
May 26, 2020 positive
Exploring root emotions requires validating surface-level frustrations first
“Without understanding that this thing right now is a really big deal they can't go to the next place. Like if I try to say, oh, you're not really upset about this. You're really upset about that other thing. It's like, screw you, mom. No, I'm really upset abou…”
Feb 28, 2023 negative
Berger: Anyone claiming they can predict industry futures is delusional
“Anybody who tells you they know what's gonna happen next with the media or with professional services firms or in the tech industry or the insurance industry or whatever, like, those people are delusional. We don't know what's gonna happen next.”
Feb 28, 2023
Berger: Great leaders amplify others rather than drawing attention to themselves
“A charismatic leader, when he walks into the room, or she walks into the room, makes you feel good about her or him, right? Like, I walk into the room, and I'm a charismatic leader, and you think, wow, and you think about that person. A great leader, I think, …”
Feb 28, 2023
Berger: Excessive certainty blinds leaders to critical early warning signs
“The more sure you are as a leader about exactly what's right and what's wrong, exactly where you're going, the less open you will be to hearing that you're wrong until it's too late. Whereas a leader with more curiosity, more openness to other people's perspec…”