The start of the new rugby season gives me an excuse to write about how my team, Harlequins, won the Premiership last year. Lessons: crafting your own group identity matters more than merely stating your purpose; enacting the identity creates coherence, which makes a path for success; be different in ways that make a material difference; collegiate leadership exists, but unstable; and, all success is contingent on circumstances.
At book launches and similar, I always ask an open, generic question on the weaknesses of the work. That’s not because I can’t guess at what those might be. instead, I’m seeing if the author has been curious and rigourous. If they can answer well, my judgement is that the case for using their findings is stronger, precisely because they know the limitations.
Continue readingFamous HBR article that argues humans have built in biases, which we are incapable of seeing in ourselves. But we can see them in others. With a checklist of biases, a decision-making can detect errors in recommendations.
This post is part of the #ReadingNotes series, see here for more (including format and use of bulletpoints).
Source: Kahneman, Daniel, Dan Lovallo, and Olivier Sibony. “Before you make that big decision.” Harvard business review 89.6 (2011): 50-60. [Link at 5/02/21]
Continue readingClaim: clear decision roles enhance organisational performance using RAPID (who needs to: Recommend; Agree; Perform (afterwards); Input; Decide) Especially: only one Decider, limit who Agrees and Inputs.
All good, but there will always be some ambiguity in any human construct. So, consider having clear roles for the most important decisions. Plus, there is more to consider, including power, biases, organisational culture and operating context.
This post is part of the #ReadingNotes series, see here for more (including format and use of bullet points).
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David Bent 