Na segunda-feira publiquei aqui no blogue, "a hypothesis waiting to be tested":
"There's a failure to understand that you can run an organization thinking like a scientist. By that I mean, just recognizing that every opinion you hold at work is a hypothesis waiting to be tested. And every decision you make is an experiment waiting to be run.
So many leaders just implement decisions. It's like life is an A/B test, but they just ran with the A, and didn't even realize that there was a possible B, C, D and E. Too many leaders feel like their decisions are permanent."
Entretanto, li mais uns trechos retirados de "How Big Things Get Done" de Bent Flyvbjerg e que julgo que encaixam bem com os sublinhados acima:
"A preference for doing over talking -sometimes distilled into the phrase "bias for action" - is an idea as common in business as it is necessary. Wasted time can be dangerous. "Speed matters in business," notes one of Amazon's famous leadership principles,
...
however, that Bezos carefully limited the bias for action to decisions that are "reversible." Don't spend lots of time ruminating on those sorts of decisions, he advises. Try something. If it doesn't work, reverse it, and try something else. That's perfectly reasonable.
...
When this bias for action is generalized into the culture of an organization, the reversibility caveat is usually lost. What's left is a slogan - "Just do it!"
...
we found that managers feel more productive executing tasks than planning them," ... "Especially when under time pressure, they perceive planning to be wasted effort." To put that in more general behavioral terms, people in power, which includes executives deciding about big projects, prefer to go with the quick flow of availability bias, as opposed to the slow effort of planning."
Sem comentários:
Enviar um comentário