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The second book he bought was Drift into Failure by Sidney Dekker, which he passed out to all his IT infrastructure and operations people. Dekker’s book forces organizational managers to rethink blame and accountability in complex processes. When something goes wrong, it asks, “Should you blame the person? Or is it the system?”2*
John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
In effect, Gene and Steve started by thinking that their job was to get the movers and painters to fit into and support the system. By the end, they were trying to figure out, with the help of the movers and painters, how to get the system to be as centered around the movers and painters as possible as well as be supportive of their efforts. Such a
... See moreSteven Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
In this episode, Ryan is still not a Sociopath, so he cringes. Jan and David Wallace on the other hand, maintain an effortless poise no matter what Michael or Dwight get up to. To get there, they have to sequester empathy through detachment, and give up on happiness. We’ll see how and why that pact with the devil happens next chapter.
Venkatesh Rao • The Gervais Principle: The Complete Series, with a Bonus Essay on Office Space (Ribbonfarm Roughs Book 2)
Daniel Pink • Just a moment...
“a key question in the practice of leadership becomes: How can one counteract the expected work avoidances and help people learn despite resistance?” He observes that although adaptive work is typically avoided, it is usually not avoided deliberately. It is often unconscious. So, again, adaptive leadership requires learning to look beneath the surf
... See moreSharon Daloz Parks • Leadership Can Be Taught: A Bold Approach for a Complex World
The Practice of Adaptive Leadership by Ronald Heifetz, Alexander Grashow, and Marty Linsky
Claire Hughes Johnson • Scaling People: Tactics for Management and Company Building
(Transcript) Doordash CEO Tony Xu // Series A with Keith Rabois
we are asked to work primarily with people one or two levels below the CEO and executive team, we have learned to interact first with those top-level authority figures. At the very least, we describe to them the pushback they can expect to experience once the intervention rolls into action. And we try to give them a taste of what that pushback may
... See moreRonald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
So looking back at the opening problem, here are some things to consider: 1. How senior is she? If she’s your chief architect, you’ll need her to get better at scoping her work or she’s going to trash the organization. If she is more junior, this should be more a teaching moment than a scolding moment. 2. How hard was it? If it was a miracle that y
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