Innovation is Saying “No” to 1000 Things

People think focus means saying “yes” to the thing you’ve got to focus on. But that’s not what it means at all. It means saying “no” to the hundred other good ideas that there are. You have to pick carefully. I’m actually as proud of the things we haven’t done as the things I have done.… Continue reading Innovation is Saying “No” to 1000 Things

Theory and Practice

In theory there is no difference between theory and practice; in practice there is. — Author Unknown Attributed to Yogi Berra in Nassim Nicholas Taleb, Antifragile – Things that Gain From Disorder (2012), p. 213. Disputed in WikiQuote.

Roberto’s 5 Decision Making Myths

A discussion I was having with a frustrated coworker reminded me of these decision making myths from Professor Roberto. We maintain a belief in a number of myths about how decisions are made in groups and organizations… “Myth #1: The chief executive decides. Reality: Strategic decision making entails simultaneous activity by people at multiple levels… Continue reading Roberto’s 5 Decision Making Myths

Lovallo on Confirmation Bias

Confirmation bias Is probably the single biggest problem in business, because even the most sophisticated people get it wrong. People go out and they’re collecting the data, and they don’t realize they’re cooking the books. Dan Lovallo, interview with Dan Heath, quoted in Decisive, Chip and Dan Heath, page 12.

Roberto on Fundamental Attribution Error

we don’t attribute correctly when we think about others versus ourselves.  We have a bias in the way we attribute the causes of success and failure — particularly failure “When we observe … highly flawed decision making we often ask ourselves, ‘How could they have been so stupid?’ We often attribute others’ decision making failures to a lack… Continue reading Roberto on Fundamental Attribution Error

I’m Sorry I Was Rude Today

illustartion of expressions of face on white background

You can have intellectual curiosity. You can relish inquiry. But I still think people don’t like being wrong. And as much as I dislike being wrong, I hate being in the wrong. I snapped at a direct report today. It was in a tense voice, at a normal volume. It was one sentence long.

Successful Change Follows SEE FEEL CHANGE

In almost all successful change efforts the sequence of change is not “Analyze, Think, Change,” but rather, “See, Feel, Change.” “You’re presented with evidence that makes you feel something. It might be a disturbing look at the problem, or a hopeful glimpse of the solution, or a sobering reflection of your current habits– but regardless,… Continue reading Successful Change Follows SEE FEEL CHANGE

Stooping for Pennies Loses the Crown

I’m on a scrum team. In sprint retrospective many members of the team share a concern that the team isn’t moving as fast as it could. Things seem to have slowed down. We brain storm as a team.  We look closer at the coming sprint’s plan. The Product Owner considers the team’s concerns and throws some… Continue reading Stooping for Pennies Loses the Crown