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
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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
We think of self-esteem, confidence, and mindset as an individual’s internal locus of power and control. These factors determine and guide a person’s beliefs, behaviors, and decisions-the combination explaining a person’s success. When we discuss this concentration of perceptions in an organization, we use words like “brand” and “culture,” but we address the same issues.Read more
The movement advocating consensus decision-making happened at about the same time as the human resources movement emerged. People researched democratic decision-making, advocated for more group involvement, and promised new-found synergy among members of the decision-making team. But not until the past five years have leaders sought to have their direct reports *like* their decisions. OfRead more
