Change comes upon us gradually. Change comes in our organizations when we hire one person, and then two, and then more, who think differently about the mission, vision, values, and goals of the organization. Change comes when the people (or persons) at the top of a hierarchy choose to give Read more…
The resistance to needed changes in your organization is insidious, pernicious, persistent and determined. And if you are committed to making changes by grappling with the resistance, your approach to resistant people, resistant systems, and resistant attitudes should be as well.
Rejection comes in a litany of flavors: “We don’t have any conflicts here.” “We deal with conflicts really well here.” “We don’t really need your services right now, but if we do, we’ll give you a call.” “[silence]. Who are you again?” “How do you say your name?” “I don’t Read more…
Organizational inertia is exacerbated when leaders succumb to the strong forces of temptations. Temptations for organizational leaders include (but are not limited to) maintaining the status quo, keeping the bureaucracy in place, and making sure that the can gets kicked far enough down the road that any consequences from that Read more…
The question that academics should be asking (and answering) is this one: “What value do I add to a college students’ experience in a world where information is just a Google search away?” The answer to this question requires academics to admit, out loud, that research may not be the Read more…
When faced with a project there are three places to thrash: Early—before the project begins. Middle—as the project is proceeding. Late—as the project ends. When you (or your team) thrashes early, brainstorming becomes a way to develop new ideas. Speed and immediacy become the primary goals of early thrashing: Speed Read more…
If I have a dollar more in my pocket than you do in your pocket at this moment, by all modern monetary conceptions of wealth, I’m richer than you. If I have a dollar less in my pocket than you do in your pocket at his moment, by all modern Read more…
When someone asks you for validation about their approach to managing a conflict, what they are really asking for is reassurance that they are doing the right thing. But since validation can only come from gatekeepers, and since gatekeepers have significantly less power in the world now than they ever Read more…
If connection is the product of the future, the problem is not going to be connecting; human beings connect naturally–and arbitrarily. If connection is the product of the future, the problem is not going to be developing the tools and technology to mediate, facilitate, develop and encourage those connections; human Read more…
It’s hard to place a dollar value on human-to-human interactions in the current (and growing) connection economy, because connection is about engaging in acts of caring. And whoever put a dollar value on acts of caring? But here are a few challenge questions if that’s your attitude: Whoever put a Read more…