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When in conflict, people rarely act from a rational, logical center.
Vibeke Norgaard Martin • 101 Things I Learned® in Law School
If you need to deal with a contentious situation, we suggest you read Crucial Conversations: Tools for Talking When Stakes Are High, by Kerry Patterson, et al.
Verne Harnish • Scaling Up : How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)
If you do not reward smart risk taking, you may lose those team members to other organizations where their courage and creativity might be better valued.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
Ronald A. Heifetz • 1 highlight
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In every organization, there is a natural tension between the need for expertise and the need to let frontline people make decisions.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
and mental models of how people interact with systems (interaction models).
William Lidwell, Kritina Holden, Jill Butler • Universal Principles of Design, Revised and Updated: 125 Ways to Enhance Usability, Influence Perception, Increase Appeal, Make Better Design Decisions, and Teach through Design
To minimize them, end conversations and meetings with a summary of conclusions, including the participants’ responsibilities and the next steps to be taken.
Michael W. Preis • 101 Things I Learned® in Business School (Second Edition)
To put it simply, where Amber relied only on sticks, Orange came up with carrots.