Name: Beyond Measure
Rating: 4.5 (2 reviews)
Author: Heffernan Margaret

5 (Perfeito)

“The paradox of organizational culture lies in the fact that , while it makes a big difference, it is comprised of small actions, habits, and choices. The accumulation of these behaviours - coming from everywhere, from the top and the bottom of the hierarchy, from inside ad outside of the company itself - creates an organization’s culture. It feels chaotic and yet, at the same time, is susceptible to everything anyone does.” “The blessing lies in the fact that institutional cultures are nonlinear systems. Small changes - listening, asking questions, sharing information - alter beyond measure the ideas, insights, and connections those systems are capable of producing.” “it matters more to built trust and encourage ambition than to reward obedience.” “Because organizational cultures are nonlinear systems, they can’t depend on just a few lauded superstars but draw their energy from the vast collective intelligence of every employee, affiliate, partner, and customer. In that, they’re inherently democratic, demanding a generous and humble mindset.” “Passivity, articulated through silence, exacts a price not just when people feel they can’t warn others about problems but also when they feel they can’t challenge and explore new ideas. It’s in that silence that opportunities - for redress or innovation - vanish.” “I’ve concluded that conflict aversion and a desire to please are universal, eviscerating our energy, initiative, and our courage.” “The silence isn’t golden; it’s suppressed conflict.” “Great teams need windows on the world, but biases mean that we mostly get mirrors.” “Childs was explaining what I’d felt that night in London: the unarguable moral authority of someone not out for himself.” “Recognizing that his values were at stake was a critical first step; when you’re tired, distracted, or heavily focused on deadlines or targets, even that can be difficult.. Experiments show that we often don’t even notice the moral moment, and by the time we do, it’s often too late. But what Luke found was that identifying the moment at which he was tempted by silence made him stop to think about his choices. Advise, allies, and rehearsal gave him the confidence to stand his ground.” “Ask yourself:What do I have to offer that no one else can bring? That’s what you are there for.” “Critical to the idea of just cultures, therefore, is the belief that as long as they are well-intentioned, mistakes are not a matter of shame but for learning.” “The black book of Torres is the book of mistakes. Whenever a mistake is made, the person who made it writes it up. One entry came from the chief financial officer, acknowledging as $200,000 error he had made in a currency hedge. But the value of the book goes beyond writing: every new recruit reads it on joining the company. So this simple book both shares the learning from errors - so they aren’t repeated - and sends a powerful message: everyone makes mistakes.” “When things turn out as we imagined, we call ourselves smart; when they don’t, we call that a mistake. But really the hypothesis was just not proved. Being able to see that as new information, rather than error, turns the debate into exploration, argument into thinking.” “Just as in aviation, highly complex procedures become robust only when everyone looks after them, takes responsibility, and cares.” “what prompts them to share ideas and concerns, contribute to one another’s thinking, and warn the group early about potential risks is their connection to one another. Social capital lies at the heart of just cultures: it is what they depend on - and it is what they generate.” “This wasn’t monitored or regulated, but no one in these high-achieving groups dominated or was a passenger. Everyone contributed and nothing any one person said was wasted. The second quality of the successful groups was social sensitivity: these individuals were more tuned in to one another, to subtle shifts in mood and demeanor. (…) And the third distinguishing feature was that the best groups included more women, …” “When it came time to draw up the company’s annual budget, each department head drew up a budget for that department - but then had to explain it so cogently to one colleague that the colleague could defend it at the leadership team meeting.” :While many people recoil from conflict because they fear it will endanger their relationships, the paradox is that hones conflict - during the hard work together - makes social connectedness grow.” “The mortar [argamassa], in this context, is social capital: mutual reliance, an underlying sense of connectedness that builds trust.” “There’s a virtuous circle here: creative conflict, done well, generates social capital that, in turn, makes conflict safe and constructive. (By contrast, an absence of social capital makes it impossible for people to speak and think openly - which means that they never develop the social connectedness they need from one another.)” “Building social capital makes organizations more productive and creative because high levels of trust create a climate of safety and honesty. That makes companies more efficient and profitable, too. How? By making it easier to ask for help.” “We interrupt when we think we know where the argument or a sentence is going - but our interruption blocks new ideas or thoughts. Moreover, when participants know that they won’t be interrupted, the mood of the meeting changes. Urgency, the fight for airtime, dissipates. Knowing you will be heard creates space for thinking.” “recognizing that the dynamic between people is what brings organizations to life.” “So monotasking - focusing on one task at a time - isn’t only more efficient; it also leaves us better able to use the knowledge we have gained. This isn’t just a matter productivity. Distracted people can’t think, which also means they cannot begin to think for themselves. They make good sheep, but will never make great leaders.” “When it comes to time, most organizations are very good at measuring its quantity but poor at measuring its value. We need time for quiet, focused work. We also need time to let our minds wander and find the insights and inspirations no amount of focus will ever bring. Synchronizing time for a team, a project, or an entire organization can create a powerful sense of community. But walking away from work can be the greatest contribution we make to it.” “So there’s a paradox: for the culture inside to be vibrant, it has to let the outside in.” “Whereas many organizations talk about divisions, what Cronk is talking about, and Makin and Essenpreis experienced, is a porous membrane - between the company and the world. It is their interaction, their frequent collisions that make the business creative.” “Never mind who’s gifted, who’s talented. Expect great things and you are more likely to get them.” “Standart tools of appraisal, assessment, and ranking provide an illusion of control, a comforting defence against the slaker. But they’ve overengineered the solution to the small problem while ignoring the bigger one. Turn that around - focus instead on liberating and celebrating talent - and the results are predictably disproportionate.” “expected technical expertise to head the list. But out of the top eight qualities, that one came last. What mattered most to people was working with colleagues who believed in them, cared about them, and took an interest in their lives and careers.” “What the Pygmalion experiments and the Google data demonstrates is that one of the simplest ways to elicit great work from people is to show you believe in them.” “But were they dead to begin with? Did the company recruit and hire dead people? Of course not. But lack of time, attention, and concern had killed off the interest and talent with which they’d begun.” “At Arup, such flexibility isn’t unusual. Teams are formed according to the expertise that the job demands - and the skills that individual engineers seek to develop.” “Instead of hierarchy, what I’m watching is heterarchy: and informal structure that changes in response to need.” “Just as the human brain itself is not hierarchical - its different areas and capacities are recruited in different combinations according to the task - so, in creative organizations, every individual counts.” “[Powerful people who control resources tend not to pay much attention to the less powerful] The paradox of power, therefore, is that while we need leaders to show that they care about others, they often can’t.” “Nobody asked me to. I’m not a leader. It’s not my job. It might not be your job, but it is your life. Most people will spend around a hundred thousand hours at work. That’a a long time to be stuck with ideias that find no outlet.” “The message Deming sought to convey was simple: No one should have to ask permission to take responsibility.” “They don’t just get work done, they think about how it gets done, whether it needs to get done, and what would make it better. They think with others and say what they think, are prepared to listen and open to change. This is easier to do when you have a rich experience of life, the ability to hear, the time to concentrate, a well-stocked mind for reference, and the social capital to be heard.” “The alert reader may, by now, have identified some contradictions intrinsic to building a robust culture: you need rest but a well-stocked mind. Focus and attention are vital but so is getting out into the world and walking around. Expertise and knowledge matter but hierarchy is an impediment. You must learn to think for yourself but also with others. Speaking out is important but someone has to shut up and listen.” “Recognizing that we need both noise and silence, time for reflection but also for action, the capacity to see the potential in every individual while building up our own store of knowledge, ultimately yields the adaptive minds that respond to change with vigor.” “Indeed, it is when business allows itself to become separate from the social environments in which it operates that real harm occurs. What we need is not a purely efficient division between two worlds but the mental flexibility to live across them.”

Beyond Measure - The Big Impact of Small Changes

Heffernan Margaret

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