Articles Tree is
Decisions in Meetings,
a blog post by Elise Keith at Lucid, covers a
lot more territory than what the title says. Quick references to cool
posters on topics such as common fallacies, cognitive bias, and
the most straightforward explanation of the Cynefin framework i've
is Good. Hierarchy is Essential. And Less Isn’t Always Better
(January 12, 2014)
by Bob Sutton, Stanford professor and co-author of Scaling
Up Excellence. For years i've been hoping to see
people move beyond "hierarchy bad/egalitarianism good" dichotomy to a
more realistic, complex, nuanced understanding of what approach to use
when and how to do each well. For me this article is a sign
that that conversation is moving foward, yea!
Innovation From the Inside Out by Warren Nilsson &
Tana Paddock (Winter 2014)
. What can be learned from organizations that sustain
institutional change with ongoing creative momentum? “The
organizations that we have worked with and learned from don’t resemble
each other much at the level of strategy, structure, or leadership. Yet
they have in common one apparently simple practice: They pay a great
deal of attention to the inner experiences of the people who work in
Director Tensions by Governance Matters. OK,
perhaps this article does not exactly qualify as "exciting."
Nevertheless, it offers such clearheaded analysis and advice
that i am including it here for your benefit.
When G.M. Was Google (the art of the corporate devotional) by
Nicholas Lemann in the New
Yorker (December 1, 2014). Fun comparison between these 2
companies. While companies tend to attribute their own
successes to uniquely wonderful leadership and management, in reality
(a) environment and conditions determine a lot of the outcomes, and (b)
much of the wisdom of good management is perennial, not unique.
(For example, many virtues touted by Google's top
management were similarly touted back in 1982's bestseller In Search of Excellence,
while some companies the same book lauded have long since
disappeared.) Furthermore, scale matters: no
company can be the same at 100,000 employees as it is at 1,000.
Oftentimes, the innovation of one era creates the problem the
next generation needs to solve, part of a history that is both cyclical
What Google Learned From Its Quest to Build the Perfect Team
by Charles Duhigg in the NYT
(Feb. 25, 2016). Turns out the best teams foster
psychological safety, through people listening to one another (sharing
roughly equal speaking turns) and showing sensitivity to each other's
feelings and needs. Not exactly a surprise! Nonetheless it's good to
see the business press acknowledging the primacy of social intelligence
in getting things done.
and Pirate Ships. Seriously worth looking at as
a governance model! Short
overview in the New Yorker (2007), longer
original research article by Peter Leeson.