Public Notes


Recent Activity

  • Dan shared from City of Stairs by Robert Jackson Bennett
    These meetings, they’re like thieves—they follow you around, wait until you’re not looking, then pounce.
  • Dan shared from Six Simple Rules: How to Manage Complexity without Getting Complicated by Yves Morieux, Peter Tollman
    It is striking to note that the dialogue about “what personal risk are you taking in this or that endeavor” is completely absent in many organizations.
  • Dan shared from Six Simple Rules: How to Manage Complexity without Getting Complicated by Yves Morieux, Peter Tollman
    The typical barrier is not unwillingness to spend more energy—people usually fully spend it anyway in protecting themselves one way or another—but the risk involved in turning an effort into nonmeasurable cooperation.
  • Dan shared from Six Simple Rules: How to Manage Complexity without Getting Complicated by Yves Morieux, Peter Tollman
    having control over uncertainties that are relevant to others
    Note: power is about having control of uncertainties relevant to another
  • Dan shared from Six Simple Rules: How to Manage Complexity without Getting Complicated by Yves Morieux, Peter Tollman
    requests for more rules often come from the team members, rather than from their manager. Rules protect teams from the hierarchy by diminishing managers’ room to maneuver. Midlevel and field managers, in particular, get squeezed between the top-down demand for control and the bottom-up desire for protection. Gradually, people at both the top and the bottom of the organization become distrustful of the managers in the middle who seem unable to ensure effective performance,
    Note: sounds familar
(Maine)
Dan Stasko