In the previous post on this blog I pointed to an article which amongst other things was critical of brainstorming as an idea generation technique. This article was from the NY Times. It seems groupwork, derided by the moniker groupthink is under fire on other fronts with another article in the New Yorker. this came to my attention via Bob Sutton, a Professor of Management who wrote a response.“Why the Sharp Distinction Between “Individual” and “Group” Brainstorming is False in Real Teams”.
Some highlights from the article to encourage your further reading:
Culture, like brand, is misunderstood and often discounted as a touchy-feely component of business that belongs to HR. It’s not intangible or fluffy, it’s not a vibe or the office décor. It’s one of the most important drivers that has to be set or adjusted to push long-term, sustainable success. It’s not good enough just to have an amazing product and a healthy bank balance. Long-term success is dependent on a culture that is nurtured and alive. Culture is the environment in which your strategy and your brand thrives or dies a slow death. Think about it like a nurturing habitat for success. Culture cannot be manufactured. It has to be genuinely nurtured by everyone from the CEO down. Ignoring the health of your culture is like letting aquarium water get dirty.
Bob Sutton’s Good Boss Bad Boss is a must read for any manager. If you don’t have time to read the book, at least watch this video.
Monetary incentives are the petri dish where motivation grows in work environments, particularly in sales. Whether the culture that forms is a healthy one or not depends on context. Customers’ expectations of service providers are changing. People expect service not just sales. So how do you design an incentive scheme that supports customer service and results in sales?
There’s no news yet as to how this portal is being utilised but its a nice idea spawned by the desire to make an expanding team feel more connected.
It’s worth reading this article about the treadmill desk. Don’t dismiss it as a novelty. Its an example of how an idea was born, implemented, how its usage changed over time and how the concept spawned a new idea — the walking meeting.
I love Bob Sutton. After reading his book Good Boss, Bad Boss I have become a bit of an acolyte. What I like about him most is the tenacious way he demystifies and deconstructs common management practices. Like goal setting.
Tesco, a UK supermarket chain has 3 rules for innovation: