We look at 3 paradigms of culture in the workplace. The Authority Centered, the Empathetic Centered and the Developmentally Centered. What they look like and produce in business outcomes.
We have no institutions or infrastructure in any organization that intentionally and rigorously develops whole humans. We see the need for training the functional skills, even behavioral skills, but not the management and development of being (choosing who I am at any moment of situations) or development of our will (what we seek to serve and take on that demands we extend beyond current motives.)
What happens when the Family culture announced downsizing. AirBnb shows us what not to do.
Purpose is a very hot topic. At the level of a person’s purpose and being a purpose driven organization. Learn why they may not be the best way to get direction or determine your best contribution
Today we looked at Missions and their role in motivation and keeping teams on course. We look at the effects of external management and motivation and how it is the real challenge, not getting the right kind of external method in place.
Today we look at how we look at Leadership Competencies, where people are assumed to need external management and we work to make it good leadership. We offer a non-hierarchical approach where everyone learns and uses leadership capabilities. None of the solutions offered in the MIT article, when have been tried in every downturn, will make any difference. We share what will.
Today we look at how we look at The Great Resignation, where people are resigning to change jobs, create their own startup or do contract work for more freedom or meaning. None of the solutions offered in the MIT article, when have been tried in every downturn, will make any difference. We share what will.
Today we look at how we define our ideal customer and consumer and organize our decision making to offer the best product or service, or both. Go from seeing buyers as things, to types, to singular beings that have values and life purposes.
Once in a while, we see new ideas about the Future of Work and how to design work. Most designs are moving from traditional command and control to a Do less Harm paradigm and making it a better place to work. e.g. get rid of supervisors. It is rare to have articles or ideas on learning as a result of work Design in the Do Good Paradigm. Carol's third book, The Regenerative Business: Redesign Work, Cultivate Human Potential, Achieve Extraordinary Outcomes offers better path. So, prepare yourself ...
We look at a ‘do good’ paradigm idea of how to deal with uncertainty. To overcome depression and anxiety and ignite hope. But we discover that visioning a better future has bad side-effects for social systems and planetary health. Thank goodness there is a better way to do all three at the same time.
It is not a matter of the Quantity as our critiqued article from MIT Sloan Review proposes. It is the Quality of thinking that matters. Interestingly, when we have better quality and are managing from multiple levels at the same time, we can gain energy. It is counter intuitive but known to be true for decades. And the Quantity and effectiveness of decisions and actions is exponentially improved.
This episode is helping us think about how our identity gets lost, confused or we can get panicked in times of personal, work or global change. And what to do about it.
In this episode of Business Second Opinion, Carol Sanford gives a business second opinion on principles of regeneration in the business world.
Examining Article Strategy Needs Creativity by Adam Brandenburger, March April 2 2019. Four Cs of Creativity. Contrast, Combination, Constraint, Context. We got deeply into the effect of constructing Models from activity and why Living Systems frameworks start in a place that serves innovation which gives more effective utility to customers than abstract processes.
A Critique of Creating a Data Driven Culture. Why it focuses on the wrong approach to culture (data and counting that undermines innovation and financial effectiveness. Plus an alternative, A Caring Culture for customers and they key aspects.
We used the core aspects of a Regenerative Paradigm to examine racism and why it is a problem of capability, culture and consciousness. And what we can do if we switch paradigms. We will see different things, interpret them in a new way and design from a different lens.
Philanthropy is seen as a Good Thing. What if it is really shutting the barn door after the horse is out. Or cleaning up after the problems are created, often by the people and system who created the mess. What would be a better way?
This episode uses a Harvard Business Review article on leadership flaws and failures. They offer suggestions on mitigating these flaws. Of course, we critique their diagnosis and solutions and give better alternatives from a regenerative and developmental philosophy
This episode is using an October 2021 Harvard Business Review article on Future Proofing your business from disruptions. How to prepare for skills in people and get the right talent is not a sufficient answer. We offer six practices that are shown to make a business non-displaceable.
This episode is using an October 2021 Harvard Business Review article on Future Proofing your business from disruptions. How to prepare for skills in people and get the right talent is not a sufficient answer. We offer six practices that are shown to make a business non-displaceble.
This episode using an old Harvard Business Review article on Change management from a mechanist and behavioral view. A dumb it down and reward the rats for following the maze correctly.
This episode uses an old Harvard Business Review article by Peter Drucker, the Father (Godfather?) of Modern Management as ‘grist' for our Second Opinion Mill. We rethink Drucker and created a more systemic look at management and decisions-making.
This episode points to three primary errors that most HBR articles make and why they fall into lower paradigms. First error, assuming people can’t be introspective, see and correct or evolve themselves. Second error, working on change with an internal focus disregarding the effects in the ecosystem. Third error, working as those individuals are separate workers are separate from the users/buyers and the challenges are not systemic.
What happens when the Family culture announced downsizing. AirBnb shows us what not to do.
We have no institutions or infrastructure in any organization that intentionally and rigorously develops whole humans. We see the need for training the functional skills, even behavioral skills, but not the management and development of being (choosing who I am at any moment of situations) or development of our will (what we seek to serve and take on that demands we extend beyond current motives.)
Purpose is a very hot topic. At the level of a person’s purpose and being a purpose driven organization. Learn why they may not be the best way to get direction or determine your best contribution.
We look at 3 paradigms of culture in the workplace. The Authority Centered, the Empathetic Centered and the Developmentally Centered. What they look like and produce in business outcomes.
Burnout is a term often used for people in organizations. What is it? What causes it? And what is the best way to work on designing it out. Hear Carol’s Development view of how we repeatedly set up work design for burning people out.
Empowerment goes in and out of fashion. It is back. It comes from good intentions mostly because does very little for the business and can be harmful to motivation and creativity. Listen to why is is based on errors, understanding human motivation and what to do instead.
Cross Functional Teams—Why do they fail so often? What does it require to succeed? Learn Five Regenerative Principles for building great teams. Plus a Bonus 6th Principle for the organization worldview to support the first give.
