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One of the most effective tools for building a culture of trust is simply saying, “I trust you to do the right thing.” Backing those words with action shows people that you’re serious. Larry once had about 40 people reporting to him in a research unit of a major consulting firm. As a manager, he was expected to read and approve all travel and expense forms. Since many of these consultants traveled extensively, this would have meant spending a half-day or more on paperwork each week. This struck him as a tremendous waste of time and energy that did not add any value to his unit. At a group meeting, he told the team that he trusted them to stay at a Marriott rather than a Four Seasons hotel, and that he wasn’t going to dive into their expense reports. He realized that the cost of not trusting the group would be far greater than an infrequent upgrade from coach to business class. This not only gave Larry time to do more worthwhile work, but it added to the group’s social capital.11 They knew they were trusted and proved to be trustworthy over the years.
The Smart Mission
Edward J. Hoffman, Matthew Kohut, and Laurence Prusak
Increasing Returns (Order) in a System is a Product of Disorder, Numerosity, and Feedback
Summary:
Disorder, in tandem with feedback, leads to order.
Feedback occurs when information is transmitted and found by others, creating a cycle. This feedback, combined with disorder, results in the phenomenon of increasing returns, where random decisions influence subsequent decisions.
Increasing returns in a system depend on disorder, feedback, and the involvement of a sufficient number of individuals.
Transcript:
Speaker 1
The next one on the list will be feedback. So the disorder only in tandem with feedback is going to lead to order. And the and trail again, an example, the feedback is coming from one end going out, finding something interesting as happenstance by accident. And then it leaves information. Another and finds it. And that's where the feedback starts. And this feedback is, you know, just like, I believe, Brian Arthur was talking about increasing returns. Initially, something random happens. Someone makes a random decision and a few more, say, people make a random decision. And that leads other people to not make a random decision, but make a decision based on that previous one. So this increasing returns phenomenon is a combination of disorder and feedback. And of course, the morosity, you need a few people to make it happen.
The 10 Features of Complex Systems — Part 1
Simplifying Complexity
Create a User Manual of Yourself for Others
Summary:
Creating a user manual for yourself, including strengths, weaknesses, triggers, blind spots, and insights for working effectively with you, enables others to understand and collaborate with you more easily.
By soliciting feedback from colleagues and using their input to enhance self-awareness, you can provide new team members with valuable insights about working with you, facilitating quicker and more effective collaboration.
Transcript:
Speaker 1
He said, you know, when i buy a new car, it comes with an owner's manual, so i know how to operate it. But when i work with a new person, whose way more complex than a car, i don't get anything. And so i'm kind of starting from square one, when fact, they have all these experiences that could teach me something from their past about how to work with them better in the present And the future. And so what he did, same as orschol nick, he sat down and he wrote up one pager on how to work with him effectively. What are his strength what are his weaknesses, what are the triggers that bring out the worst in him? What are the the moments that bring out in the best in him? And then he didn't stop therehe asked his team to write their user manual for him, so that he could gauge his own self awareness. And of course, he found the team's os is much more ecihtful and accurate than his own, because of the blind spot factor in part. But now every new person who works with him gets that one pager and gets to immediately start as if they'd known him for a month or two, and say, ok, you know, here are the things i might want To adapt if i want to be really affective with this nager. And so i've gone, i've gone and done that. I asked a bunch of people who worke with me to write my user manual. Andit is very simple. The questions are, what are my strengths? What brings those out? What are my weaknesses? What brings those out? What are my blind spots? And what do you know now about working with me that you wish you had known when we first started working?
#399 — Adam Grant — The Man Who Does Everything
The Tim Ferriss Show
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