There’s a real way in which the business models, the technological underpinnings of how we get our … political information, have oriented towards outrage and urgency. And so I think that there’s a deep way in which we are manipulated into … feeling a constant state of emergency. And it would be one thing if that was a productive emotion, but what I think it leads to is a constant state of either exhaustion or hypervigilance, both of which can be bad in their own ways. — Ezra Klein
“I think design thinking and agile which are big trends in business today are a reflection of the fact that if you are building anything without customer feedback today you are deluded”
Agile or not, lots to reflect on and love in this thread on agile teams (threadreaderapp) by Susanne Husebo. It start likes this:
— David J Bland (@davidjbland) April 9, 2015
I am rather impressed as I’m working away in an open office environment, when I hear colleagues cite our company principles. And I should add they are cited sincerely, are being used to think about behaviour — not being used ironically.
Is there a downside to everyone being happy at work? Is conflict good or bad? Does hiring for cultural fit produce group think? A great summary over at HBR of what to consider if your goal is to foster a critically engaged team.
Hiring right, perks versus how people work now, making sure staff are invested in the company to be invested in their work, transparent salaries are among the tips from 9 entrepreneurs about building a great culture. ~ http://www.businessinsider.com.au/how-to-create-a-great-culture-2013-8#newscred-ceo-shafqat-islam-says-to-get-culture-right-you-have-to-hire-right-1
“When you start developing a product or a company you never know if it’s going to work or what’s going to work. But you do know what you want to do and how you want to do it. So do that. And when (not if) that doesn’t work, do something different and try again. Repeat until something good happens. Then, and only then, should you look back and consider what you did that worked and find ways to reinforce that behavior.”
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.
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.