Sublime

Instead of asking the question What will it cost? they start with the deeper, more personal question: What is the right thing to do? Only then follows the question, How can we do it in financially acceptable ways?

This question eventually led O’Brien to Chris Argyris, whose writings resonated with Hanover’s managers’ experience. Argyris’s “action science,” offered theory and method for examining “the reasoning that underlies our actions.”9 Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from

Au lieu de s’adapter à des situations inhabituelles – accidents aériens ou incendies tragiques –, Weick a constaté que les équipes chevronnées devenaient rigides sous la pression et « régressaient vers ce qu’[elles] connaissaient le mieux ».

tracked—and then revised or adapted as circumstances dictate.

The advent of Amber Organizations brought about two major breakthroughs: organizations can now plan for the medium and long term, and they can create organizational structures that are stable and can scale.

La capacité de l’esprit rationnel à tromper, manipuler, comploter, escroquer, falsifier, minimiser, induire en erreur, trahir, atermoyer, nier, omettre, se justifier, influencer, exagérer et obscurcir est si extraordinaire, si infinie que, durant des siècles, avant l’avènement de la pensée scientifique, alors qu’on cherchait à déterminer la nature

“sunk-cost bias.”

Je répète : au XXIe siècle, l’identité n’est plus une fatalité, mais un choix.