We've all heard them, starting before we could talk. We call them adages or words to live by. Outside our awareness, we do try to live by them, even though we know they aren't 100% true. To free ourselves, to open new possibilities and to recognize choices that might otherwise remain hidden, let's examine some of these slogans carefully. Here's Part V of an ongoing series.
- Names can never hurt me
- Possibly true in the schoolyard, but surely false at work. Perhaps the name itself can't hurt, but if the name enhances the distribution of a false belief about you, and people act on that belief in ways that harm you, then the name can hurt. False assertions, rumors, aspersions, slurs, and slander are harmful and dangerous.
- Ignoring rumors and other falsehoods can appear to others to be a tacit admission that they're true. See "Responding to Rumors," Point Lookout for April 24, 2002, for suggestions for dealing with rumors.
- Never give up hope
- Remaining hopeful can be a successful approach to life, if what we hope for is always realizable. But most people, at some point in their lives, hold out hope for something that isn't realizable. For example, I found myself at one point hoping that my boss would stop being such a jerk. Despite my most fervent hopes, he remained a jerk.
- Giving up hoping for something that can never happen is wise. Be willing to adjust what you hope for if you're certain enough that what you've been hoping for is no longer realizable. Pick a new hope — something even more wonderful than the old hope.
- No committee ever created anything truly innovative
- A hint that this adage is false is its breathtaking generality. But even if we were to tone it down, we can easily imagine developing a powerful group ideation process that properly trained groups could use effectively.
- We humans "Names can never hurt me"
in the schoolyard, maybe.
But they can certainly
hurt at work.have a long history of superior performance when we work together. It's a defining characteristic of our species. What doesn't work so well is unstructured problem solving by loosely defined groups. If a group finds the right way to work together, its performance can amaze.
- Competition is the only path to superior performance
- Healthy, respectful competition can bring out the best in us. Unhealthy, cutthroat competition can bring out the worst. Some people thrive on competition; others don't. Certainly some competitions have produced results of unquestionable value, while others have produced results of significantly lesser value.
- Competition isn't inherently good or bad. Whether it's a good choice for a working environment depends on the objective, the resources available, and the people involved. When the objective is challenging, when resources are limited, and when the people know how to cooperate, collaboration will likely produce better results than competition.
For more examples, see "Wacky Words of Wisdom," Point Lookout for July 14, 2010, "Wacky Words of Wisdom: II," Point Lookout for June 6, 2012, "Wacky Words of Wisdom: III," Point Lookout for July 11, 2012, and "Wacky Words of Wisdom: IV," Point Lookout for August 5, 2015.
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Forthcoming issues of Point Lookout
- Coming July 26: Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
- And on August 2: Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenhIhSOQLNrwCvyTMyner@ChacSZBYguxXrTFCbwJboCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's a date for this program:
- CTCPA, 716 Brook Street,
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Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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