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Interestingly, one key element in changing SRI’s culture was that Carlson never talked about “changing the culture.” “People are generally proud of their culture,” he says. “So if you go into an organization and talk about changing the culture, it makes people wonder: ‘What is he talking about? What’s wrong with my culture?’ You don’t want people worrying about this. I never once used the word ‘culture’ at SRI in any of my discussions with the staff. What I talked about was what we needed to do. I had a couple of big themes. And I repeated those themes all the time. I never used the words, ‘culture change,’” he says.
The Age of Agile
Stephen DENNING
Hitchens’ Razor
What can be asserted without evidence can also be dismissed without evidence.
The burden of proof regarding a claim lies with the one who makes the claim.
If unmet, no argument is required to dismiss it.
“Razors” Are Rules of Th...
@SahilBloom on Twitter
1. Are you adding real value or merely passing information along? How do you add more value? By continually looking for ways to make things truly better in your department. You are a manager. The central thought of my book is that the output of a manager is the output of his organization. In principle, every hour of your day should be spent increasing the output or the value of the output of the people whom you’re responsible for.
High Output Management
Andrew S. Grove
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