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Social learning and social contagion played a role in creating the narrative of each of our organization’s tribes. When influential members of one team demonstrated a willingness to blame other teams for operational miscues or whisper criticisms of leaders in the organization, it set a standard for other members of these units. This formed highly c
... See moreChris Fussell, C. W. Goodyear, General Stanley McChrystal (Foreword) • One Mission: How Leaders Build a Team of Teams
People resort to coercive force when their power is actually slipping.
Dacher Keltner • The Power Paradox: How We Gain and Lose Influence
On the inside, every individual should be sharply distinguished by her work.
Peter Thiel, Blake Masters • Zero to One
Exploitative, selfish, coercive behavior unravels the fabric of strong groups. Groups know this and also have histories with individuals who abuse power and act in greedy and impulsive ways. So groups choose to give power to people who are enthusiastic, kind, focused, calm, and open.
Dacher Keltner • The Power Paradox: How We Gain and Lose Influence
For individuals with a high need for dominance, the exercise of power becomes a goal in itself.
Timothy Butler • Getting Unstuck: A Guide to Discovering Your Next Career Path
We end up embroiled in hostility and conflict because the battle is rewarding.
David D. Burns • Feeling Good Together: The Secret to Making Troubled Relationships Work
It was conviction that made them tick.
Kevin Dutton • The Wisdom of Psychopaths
John Boyd was probably the greatest fighter pilot to ever live. He revolutionized his field more than anyone before or since. A manual he wrote, Aerial Attack Study, incorporated as much math into the science of fighting maneuvers as engineers used in building the planes.