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E volto ao livro "A Beautiful Constraint". Um excelente livro que recomendo sem hesitações. Por exemplo, em "Douro e o Evangelho do Valor", sublinhei:
"Mas há ainda «muito potencial a explorar» nas castas que o Douro oferece e no que se pode fazer com as vinhas velhas, as mais antigas e por isso menos produtivas,[Moi ici: Como podemos tirar partido das vinhas velhas, das mais antigas, das menos produtivas?] que podem proporcionar pequenas produções de excepcional qualidade."
"Propelling questions—using a higher level of ambition to force us to find the opportunity in apparent constraints—require us to work towards solutions that lie outside our experience and comfort zone.
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Some scientists have suggested that there’s an evolutionary advantage to optimism. Optimism underpins progress by allowing us to believe in a better future, and so make it more likely that we will plan for and begin creating it.
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But our optimism bias can’t be fully relied upon. It tends to overestimate our chance of success, so that we underprepare for challenges, and it tends to be far more personal than collective: I am optimistic about my future, but pessimistic about our future.
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the potentially strong solutions his team proposed were frequently blocked by others explaining that “we can’t do this because. …” The nature of the “can’t because” varied. Sometimes it had to do with cost or capability, sometimes impact on other processes, sometimes simply the sheer degree of difficulty involved. But the effect was the same: every time someone introduced a “can’t because,” Kelly noted, the conversation reached a dead end. The flow had stopped. Kelly couldn’t change the nature of the organization, but he could change the nature of the conversation, particularly the beginning of each sentence in the problem-solving process. He didn’t let people start with “We can’t because.” He forced them to start with “We can if.”
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It keeps the conversation on the right question. It keeps the conversation about how something could be possible, rather than whether it would be possible.
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It keeps the oxygen of optimism continually in the process. It keeps optimism and inquisitiveness alive at the same time.
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It forces everyone involved in the conversation to take responsibility for finding answers, rather than identifying barriers. It doesn’t allow someone to identify obstacles, without looking for a solution to that obstacle in the same sentence.
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The story it tells us about ourselves is that we are people who look for solutions, rather than a group of people who find problems and obstacles. It builds and reinforces our thinking about ourselves as a culture of potential transformers, rather than impotent victims of insuperable circumstance.
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It is a method that maintains a mindset. The failure to generate an answer with one line of enquiry simply leads to another can-if, another how."
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