When people talk about the inner contradictions of an organization, they frequently refer to “culture,” that omnipresent word that describes all pleasant and unpleasant by-products of decisions. But they seldom identify the real problem–the decisions that create the traps. Here are ten examples of how that happens: People don’t realize that their decisions create theRead more
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“Culture,” the new buzzword of the financial recovery, has transformed from an ethereal, abstract otherworldly word to a blunt instrument for finding fault on myriad qualitative matters affecting the organization. When an individual, merger, or organization fails, culture takes the blame. We use the word fairly arbitrarily, citing it to explain why things don’t change,Read more
Espoused beliefs reflect those perceptions that an organization’s leaders consider “correct.” Over time, members of an organization learn that certain beliefs work to reduce uncertainty, so these beliefs gradually develop into an articulated set of norms and operational rules of behavior that serve as a guide for dealing with ambiguity or difficult events. As newRead more
The culture of the U.S. Navy changed forever as the result of the scandal surrounding the 35th Annual Tailhook Association Symposium at the Las Vegas Hilton-a disgrace that involved the bad decisions of those who assaulted women at the 1991 symposium and of those engaged in the resulting investigations conducted by the Department of theRead more
Senior leaders spend most of their days solving problems and making decisions, the two critical functions that form the hinges of destiny. Each time you engage in either, you stand at a pivot-a turning point that will take you in directions that will contribute to your success or demise and influence the lives of others.Read more
