Tendayi Viki shares how for innovators inside established companies, making a distinction between being a pirate and joining the navy is a fallacy. We have to figure out a way to become pirates in the navy!
Ritualized greetings, such as mouth-licking in wolves or a handshake in humans, are a form of information gathering, and they have evolved among social animals to strengthen bonds and build trust.
Experts believe birds come together in compact masses because grouping together offers safety in numbers from predators, such as falcons. Such predators find it hard to target one bird in the middle of a hypnotising flock of up to thousands. Other reasons for murmurations include include the warmth of a group at night during the winter. They also gather to exchange information, such as good feeding areas. Organisations can learn a lot from such behaviour.
Columbia Business School Professor and corporate consultant Rita McGrath contends that inflection points, though they may seem sudden, are not random.
Sycophants are not wondering what is best for the organisation, they are only interested in what is best for them. If you ask them about for a SWOT analysis of your company product or opportunities for disruption, they will spout some generic nonsense. However, ask them about section 2, article 3c, paragraph 2 of the company handbook and they will recite it to the letter. In essence, they know how to survive in an organisation all the way to pension, riding on the coattails of those in power.
Working in corporation change is fraught with many challenges. One of these challenges is ostracisation and rejection of the change agent by the corporate immune system. It is useful to understand why this resistance can be expected. Many change makers struggle with this apparent rejection by their colleagues and with the inevitable frustration due to the glacial speed of progress. The reasons for such phenomena are as manifold as the obstacles one must overcome. However, for this Thursday Thought, let’s consider a core reason why change is so difficult: the fear of the unknown.
One of the challenges that so many organisations and individuals face is that we have grown accustomed to a steady and stable environment. The relative stability of the post-war period, an anomalous period in world history, has somewhat contributed to our conditioning for stability. As a result, our mental and operational flexibility has atrophied. Progress and change only happen when we adapt, when we permanent reinvent, when we understand that chaos and order are bedfellows.
A practical guide for harnessing new, novel or game-changing breakthroughs
The Radical Innovation Playbook with Olga Kokshagina and Allen Alexander
The chemical reactions involved in striking a match provide a great metaphor for the plight of a corporate change maker.
This episode is about getting to grips with how to actually change your behaviour so you stay curious a little bit longer.
Author of The Advice Trap: Be Humble, Stay Curious & Change the Way You Lead Forever, Michael Bungay Stanier tells us how.