Blog

November 2011

28 November 2011

The Performing Team

The "Performing" team has learned the skills of resilience, of self-planning, of self recovery. They're the ones who allow the leader to change the way the leader leads. The leader then becomes the enabler -- the one who makes sure that these people have what they need but doesn't really have to tell them where to go. The team is telling itself where to go. It's not a leaderless team. It's the team itself that has gained the ability to visualize its direction, to plan, to recover from challenges, to be mature. That's what a high performance team has. Read More >>

21 November 2011

The Economist: The view from the top, and bottom. Bosses think their firms are caring. Their minions disagree.

Nearly half of those in blind-obedience companies said they had observed unethical behaviour in the previous year, compared with around a quarter in the other sorts of firm. Yet only a quarter of those in the blind-obedience firms said they were likely to blow the whistle, compared with over 90% in self-governing firms. Read More >>

7 November 2011

What impact does optimism bias, confirmation bias, or illusory superiority basis have on safety behaviour and coaching?

Just like all measurable biological and behavioral attributes, people vary in terms of their degree of optimism vs. pessimism. However there is a long recognized bias towards optimism. On average, we tend to view the world through the metaphorical rose-tinted glasses. This is just one of the many biases that affect how we process and remember information. Read More >>

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