Insights can be really helpful, especially when we face challenges. When I seek advice from those I respect, I often have that forehead-slapping moment where I think, "I knew that!" or "Duh!". When that happens I write down what I just learned. Here's some of what I've come up with.
- Good enough usually is.
- When I want to feel good, I ask myself what I want. I'm the world's expert on Me.
- There's good news and there's bad news. Sometimes the hard part is figuring out which is which. Sometimes the same news is both.
- People tend to believe they know what other people are thinking.
- I can't possibly know what you're thinking. Mastering ESP is still on my To Do list.
- Whenever I make a mistake, I remind myself that I probably didn't invent that particular way to goof up.
- Nodding understandingly goes a long way, but only if you actually do understand.
- The nastiest thing about nasty problems is not that they don't go away when you refuse to deal with them. It's that they get worse.
- If you don't have a plan you can't follow it.
- Plan for today first. Planning for the distant future is worth less the more distant the future is.
- Kids know way more
than they get credit
for. Way more.Most people do their best. When it seems otherwise, maybe you just don't get it.
- Kids know way more than they get credit for. Way more.
- Deceiving others is difficult, especially if they're your kids.
- Dogs never ask you how you're doing because they already know.
- What fits for me might not fit for you. What fits for you might not fit for me.
- When someone speaks from the heart, listen to the beat.
- Experience eventually leads to wisdom. Some people require more experiences than others.
- That voice in your head that tells you you're messed up is usually coming from the part that's the most messed up.
- Feeling embarrassed is a waste. Most people are too busy worrying about themselves to notice.
- Speaking your own No is more powerful than repeating anybody else's Yes.
- If you don't like your choices, choose to look for more choices.
- Even though you know your favorite flavor of ice cream, try one of the others now and then.
- It's a lot easier to stay out of trouble than it is to get out of trouble.
- Attributing significance or intention to other people's mistakes is often a mistake.
- Lots of people have been through really terrible things that they don't talk about. It's safest to assume that everyone deserves your respect and admiration.
- You don't always get back what you give. But since we can't really measure that, feeling slighted might be unwise.
- A human being is a wonder. You are a human being.
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More articles on Ethics at Work:
- When You're Scared to Tell the Truth
- In the project context, we need to know that whatever we're hearing from colleagues is the truth as
they see it. Yet, sometimes we shade the truth, or omit important details. Here's a list of some of
the advantages of telling the truth.
- When Others Curry Favor
- When peers curry favor with the boss, many of us feel contempt, an urge for revenge, anger, or worse.
Trying to stop those who curry favor probably isn't an effective strategy. What is?
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- The Attributes of Political Opportunity: The Finer Points
- Opportunities come along even in tough times. But in tough times like these, it's especially important
to sniff out true opportunities and avoid high-risk adventures. Here are some of the finer points to
assist you in your detective work.
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
See also Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
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- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
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Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.