https://qz.com/work/1408428/the-first-two-questions-to-ask-when-your-team-is-struggling/, posted Oct '18 by peter in management people reference
I’ve never stepped into a leadership role without it quickly becoming clear why a new leader was needed. I think it’s normal for companies to hire new leaders when there are problems that need to be addressed. So I suspect that as the congratulations die down, it’s also normal to look at the set of problems that surround you and ask, “Where do I begin?” (also normal: “What have I done?!”). I suggest instead starting with these two questions:
- How do I create clarity?
- How do I create capacity?
A lot of evidence suggests that in cases of this kind, employers will stubbornly trust their intuitions — and are badly mistaken to do so. Specific aptitude tests turn out to be highly predictive of performance in sales, and general intelligence tests are almost as good. Interviews are far less useful at telling you who will succeed.
ADKAR is a research-based, individual change model that represents the five milestones an individual must achieve in order to change successfully. ADKAR creates a powerful internal language for change and gives leaders a framework for helping people embrace and adopt changes.
www.japantimes.co.jp/life/2015/11/28/lifestyle/tokyo-killing-rest-japan, posted 2015 by peter in japan people tokyo urbanism
“Japan’s population continues to be concentrated in Tokyo,” Ishiba said. “This concentration in the nation’s capital of people, products and wealth is likely the world’s most dangerous situation.”
noahpinionblog.blogspot.co.uk/2014/04/jewish-vs-japanese-argument-culture.html?m=1, posted 2014 by peter in japan opinion people toread
But after living in Japan on and off for a quite a few years, I think I've identified a general feature of Japanese culture that does lend itself more or less to blanket statements. And - even more surprisingly - it's one that I suspect may be holding Japan's economy and society back in significant ways.
Basically, Japanese culture is too averse to argument.
To see what I mean, try to start an intellectual debate with a Japanese person at a house party, bar, or coffee shop. Chances are that the reaction will be immediate discomfort - looking away, changing the subject, or just not saying anything. Often, Japanese people react to attempts at argument as if they expect you to physically assault them any moment. Many times I've tried cheerfully to debate some assertion a Japanese friend made (just as I would have done in my college dorm), only to have them ask: "Why are you upset?"
Years ago I had a clear political opinion. I was a civil-rights activist. I appreciated freedom and anything limiting freedom was a problem to me. Freedom of speech was one of the most important rights for me. I thought that democracy has to be able to survive radical or insulting opinions. In a democracy any opinion should have a right even if it’s against democracy. § [...] § But over the last years my opinion changed. Nowadays I think that not every opinion needs to be tolerated. I find it completely acceptable to censor certain comments and encourage others to censor, too. What was able to change my opinion in such a radical way? After all I still consider civil rights as extremely important. The answer is simple: Fanboys and trolls.
When US-born Dave Aldwinckle became a Japanese citizen named Arudou Debito in 2000, two Japanese officials told him that only now did he have human rights in Japan. Such prejudice galvanized him into becoming a crusader against anti-gaijin (foreigner) discrimination after braving death threats to him and his family. Is Arudou throwing the egg of morality and legality against the rock of ancient bias? In this exclusive interview with Asia Times Online contributor Victor Fic, he sees Japan turning inward.
It is virtually impossible to find any example where leaders are not acting in their own self interest. If you are a democrat you want to gerrymander districts and have an electoral college. This vastly reduces the number of votes a president needs to win an election.
Then tax very highly. It’s much better to decide who gets to eat than to let the people feed themselves. If you lower taxes people will do more work, but then people will get rewards that aren’t coming through you. Everything good must come through you. Look at African farm subsidies. The government buys crops at below market price by force. This is a tax on farmers who then can’t make a profit. So, how do you reward people? The government subsidises fertilisers and hands it back that way. In Tanzania vouchers for fertilisers are handed out not to the most productive areas but to the party loyalist areas.
www.washingtonpost.com/blogs/post-leadership/post/why-brainstorming-doesnt-work/2011/04/01/gIQAock7cM_blog.html?wprss=post-leadership, posted 2011 by peter in business cognition inspiration management msm people
Evidence has long shown that getting a group of people to think individually about solutions, and then combining their ideas, can be more productive than getting them to think as a group. Some people are afraid of introducing radical ideas in front of a group and don’t speak up; in other cases, the group is either too small or too big to be effective.
But according to a recently published study, the real problem may be that participants’ [sic] get stuck on each others’ ideas. On Monday, the British Psychological Society highlighted a recent study by Nicholas Kohn and Steven Smith, two researchers at the University of Texas at Arlington and Texas A&M; University. [...] As expected, the “nominal” groups, or those made up of individual ideas that were later pulled together, outperformed the real chat groups, both with the number of ideas and the diversity of them.
Why do large companies more successfully acquire instead of innovate? They certainly have the talent, the money and the existing market share to launch startups with ease, yet they don't do it very well. What's clearly missing is something in their DNA, but also something in the numbers. As big companies look at growing internally or via a shopping spree, it's important to consider the underlying motivations and math.