organization

“I think a lot of organizations of all stripes, Emphasize the virtues of diversity, which are, which certainly is of some value, but they're not necessarily clear on how to manage diversity, right? So it's not just to have it. It's how do you take advantage of …”

“Perhaps the biggest flip is that the defining archetype of the new world of organizations is no longer the middle manager, but in fact the free agent. So people like you and me, the people who don't actually live in organizations at all, but live in the ecosys…”

“There are measures of Machiavellianism, and you, if you're a Machiavellian, you know, and you lie and manipulate and don't mind really harming people to rise in power, you'll do well in one-shot negotiations, but for the most part, you don't do too well in ris…”

“I think my experience is there's always more intelligence and talent in organizations than manages to get out and to surface and to be deployed, and I've always wondered why, and where does it go, and why does that happen, and where does it get stuck and trapp…”

“It feels to me that actually the reasons that organizations don't take, don't tend to make more of these or make more good ones is It's more kind of sociological, more institutional, and less that it's fundamentally too costly, because in most cases, the downs…”

“I think the quality of an organization is not how much it, how, how good it is at preventing bad things from happening. Although that's, it's a useful skill, but I don't think that's necessarily the quality of organization. The quality of organization is how q…”

“And it's probably the reason that organizations, companies tend to die instead of evolve. Like most companies die and they die relatively early in their potential lifespan. And I think we do that because change is demanding and unsettling and destabilizing and…”

“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…”

“And when we first started working with leaders years ago, we did a little bit of measurement around this, and we saw that most people in organizations keep somewhere between 40 and 60% of their agreements.”

“So in general, you know, more educated people make better judgments, I think, on average, but people decide I'm going to make better judgments. I don't think that's very hopeful. I'm much more hopeful about organizations, because organizations think more slowl…”

“And so a lot of change organizationally and in families and in relationships don't occur, not because they're not the right answers. We don't know what to do, but because People benefit from both in terms of power, resources, right? They benefit from those pro…”

“I find it entrepreneurs are actually Generally speaking, they're probably one or two standard deviations a little bit better about this because they care more about the outcomes and less about who gets the credit, but inside organizations, how you get promoted…”

“And so I would argue on the one hand, there is the ability to assess the risk with greater accuracy and more timeliness, but we have problems in our society and our organizations now where it's very hard to overcome inertia, either The inaction or the momentum…”

“To improve performance, what you want to reduce is errors, and that's what most organizations do. They try to cut down on errors, but they're missing the up arrow of improving, increasing insights. And so most organizations only focus on reducing errors.”

“What blocks insight is that organizations say they want insights, and they want innovation, And they really don't, but they're being serious. They think they want insights, but insights are disorganizing. As you point out, insights make you change the way you …”

“If you have an idea that's a bad idea and you make a mistake, that's the down arrow. Everybody can see it, right? It's public. So there's a lot of cost for making a mistake. If you fail to make an insight, nobody will know. So the reward structure is always fa…”

“Because it's the reality is that human beings have values and can hold values, but organizations don't really, they have ways of operating and beliefs about how the world and reality works.”

“Essentially, we lose our way because we believe in a false choice. So most people believe that the pattern of organizational evolution is from chaos to bureaucracy.”

“I'm much more hopeful about organizations, because organizations think more slowly, and they have procedures for thinking, and so you can control the procedures. Individual judgment is really hard to fix. Not impossible.”

“First of all you need to execute change as a combined leader group, because if you don't have, if you don't, if you aren't a combined leader group, and you try to do something on your own, you'll trigger the immune system of the organization. You know, the org…”