Category Archives: Decision Making
There is no shortage of change models being pushed by authors and consultants. Each claims their supporters and detractors. I have one as well. It is the latest iteration of a model I developed and began using and presenting in 1989.
So is there a magic methodology?
It doesn’t exist. Each of these organizations had bought into a different well-known model as the only effective way to lead a change. Continue reading
I saw the movie Lucy this weekend. If you like a good sci-fi action movie combination put this one on your list. It isn’t amazing, but it will make you think. At one point, Lucy (played by Scarlett Johansson) shows … Continue reading
The majority of the world spent the last five days living their life. A small slice of the universe who make their living selling ideas, however, were agitating themselves into a frenzy.
In case you missed it, the National Speakers Association, an association of which I am a member, decided to re-brand itself and change its name to PLATFORM.
This is a first world problem. In the context of all of the turmoil in the world, the re-naming of this 41-year old association ranks right up there with … well almost nothing.
And yet, people on all sides of the argument lit up the blogosphere and social media channels supporting their positions … even if it meant refusing to consider that others might be equally right in their own stance (see my blog on “Is It Always Right to be Right” for more on that phenomenon.) Continue reading
The 1971 Oscar in the Short Film, Cartoon category went to a piece titled “Is It Always Right To Be Right.” It was directed by Lee Mishkin, narrated by Orson Welles, and written by Warren Schmidt.
The opening words of the film are:
There once was a land where people were always right. They knew they were right and they were proud of it. It was a land where people stated with confidence, “I am right and you are wrong.” These were words of conviction, courage, strength, and moral certainty.
In this fictional land, any attempt at cooperation and understanding were viewed as cowardice and weakness. Everyone was so convinced of their rightness that no one dared to utter words such as, “You may be right” or “I may be wrong.”
These days it seems that we’re all so busy, overcommitted, and information-obsessed. Our never-ending to-do lists are long and we run around trying to “keep up” or “be important,” and in the process stress ourselves out. Unfortunately, it often takes something bad to happen to slow us down, wake us up, and force us to focus on what truly matters most in life. Continue reading
The government we want is nimble, flexible, and responsive. The government we experience, in many cases, is slow, cumbersome, and totally unresponsive.
Let’s put this another way: We want our government to operate like our favorite business. We believe, in contrast, that our government is the poster child for lumbering bureaucratic inefficiency and employees who are out of touch with the realities of the marketplace.
Twenty plus years of working with private and public sector organizations has taught me that the truth is actually somewhere between the two extremes.
Jay Goltz writes a blog on small business and entrepreneurship for the New York Times. His March 10, 2014 posting was titled “10 Words Entrepreneurs Should Use With Caution.” In that piece, Goltz shared 10 words that he believes have … Continue reading
Most of the talk about New Year’s Resolutions is just that – talk. Despite all of our good intentions, most of us won’t achieve our goals for the year. Research released by the University of Scranton Psychology Department reports that only 8 percent of Americans are regularly successful in achieving their resolution. 49 percent achieve occasional success, and 24 percent are never successful. So in other words, the odds are stacked against you even if you set a goal for the New Year Continue reading
There has to be something we can learn from Washington’s failure to address the debt limit, right?
There are three very important lessons about leading change you can take from the chaos over approving the federal budget and raising the debt ceiling.
“When will things get back to normal?”
That question has been asked countless times since the economic meltdown of 2008. Most people want to know when the job market will bounce back; the economy will return to something close to sustained growth; uncertainty will subside; or the rate of change will slow to a more manageable pace.
But, what if this is it? What if instability, rapid change, and uncertainty are the new normal? And, what if I’m wrong and things bounce back quickly? If you can succeed now, you will crush it then.