I have been thinking a lot about what happens when a leader gets under severe pressure, usually because things are not going according to plan. It seems to me this is the very essence of real leadership and where leaders can really justify their salaries. BUT according to Professor Dietrich Dorner, in his excellent book The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations, there are two very tempting but ultimately disastrous tangents a leader can pursue in a crisis instead of addressing the real issues.
Knowledge-based SMEs and SMBs (small fish) need to read “The Networked Enterprise (TNE) – competing for the future through Virtual Enterprise Networks (VENs)” with its numerous real examples and proven techniques to find out how to use VENs to develop strategic partnerships with BIG FISH (large enterprises) to propel them to the next level of competitive success. BIG FISH must also use TNE to gain enhanced access to innovation, agility and alternative risk/reward and cost models by partnering with small fish via VENs.
Ori Brafman introduces his forthcoming book, “Sway: The Irresistible Pull of Irrational Behavior” by sharing a very sobering tale which illustrates how even the most trusted professionals (airline pilots) can depart wildly from the rational under certain pressure conditions.
Brainstorming, despite the popularity of the term, is one of the most challenging collaborative activities to carry out. While most people think they know how to brainstorm, very few really understand how to consistently make a session work. Ken Thompson and Robin Good share some of the secrets gleaned from “The Art of Innovation: Lessons in Creativity from IDEO, America’s Leading Design Firm”
You followed the blog; you listened to the podcasts; you watched the movies; now read the book! “Bioteams: High Performance Teams Based on Nature’s Most Successful Designs” is now available from Amazon.
The way a team decides to decide is one of the most important decisions it makes. In the excellent book, “Why Teams Don’t Work” the authors, Harvey Robbins and Michael Finley, identify seven key decision-making methods for teams.
Just because we might have selfish genes it does not mean we have to behave selfishly; nature knows when to be nice as well as nasty and nepotism occurs in the biological world too with equal destructiveness as our world. This is according to Richard Conniff author of The Ape in the Corner Office and reviewed in the UK Guardian Newspaper (27 May).
We are bombarded with the idea its good to talk and its good to text. But is texting and other forms of mobile phone interaction a useful form of communication? Or is it even a form of communication at all or something totally different? In a mini-book “Heidegger, Habermas and the mobile phone” the author invokes some key thinkers of the twentieth century to offer an essential alternative to the new doctrine of ‘m-communication’: Martin Heidegger, who saw humanity as ‘the entity which talks’ and Jürgen Habermas, current-day advocate of authentic communication.
Authentic social experience is beyond the web.In On the Internet by Hubert Dreyfus, a UC-Berkeley philosophy professor, provides a truely unique philosophical perspective on the internet. Dreyfus seriously challenges a number of widely held assumptions such as the usefulness of search engines, the effectiveness of distance learning and the possibility of meaningful virtual relationships.
One of the main dilemmas for team leaders and members is the thorny issue of responsibility. We often fixate on the problem of leaders and members not taking enough responsibility but according to Dr Scott Peck they can also do damage if they try to take too much!