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the depth of social problems is largely derived from the “stickiness” of power. Power is the ultimate positive feedback loop: simply put, people in positions of power use their positions of privilege to stay there.
The Systems Work of Social Change
Cynthia Rayner and François Bonnici
Psychologist Richard Wiseman created a study using waiters to identify what was the more effective method of creating a connection with strangers: mirroring or positive reinforcement. One group of waiters, using positive reinforcement, lavished praise and encouragement on patrons using words such as “great,” “no problem,” and “sure” in response to each order. The other group of waiters mirrored their customers simply by repeating their orders back to them. The results were stunning: the average tip of the waiters who mirrored was 70 percent more than of those who used positive reinforcement.
Never Split the Difference
Chris Voss and Tahl Raz
Risk tolerance in org change: When 1 bad thing happens, don't pave over it with rules
Transcript:
Speaker 1
Two is, and Sam, like you and I have talked about this a million times, like there is such a bias around risk where it's like this thing happened once. Now we make a rule for it. Now we have to uphold that rule in perpetuity. And that is what we call work debt. We don't even know if that one thing would ever happen again. But now we have hours and time and money and cycles and cycles and cycles probably forever because let's be honest, we're never going to unwrite that rule for what might have been a one Off. And so on the one hand, I think like that person's perspective is really valid. On the other hand, I'm like, if you want to be strategic, you have to learn to look at risk a little bit differently, which is that you can never eliminate it. You are always doing stuff with the issue in the rear view.
The Future of HR — Building Your Capabilities, Pt. 1 - Getting to Level 3
At Work with The Ready
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