Post by account_disabled on Dec 28, 2023 4:25:07 GMT -5
With it For example, Amazon CEO Jeff Bezos ( ) has been working hard to combat what he calls the cloying tendency for people to agree with each other and feel comfortable reaching agreement. He seeks to build a culture where leaders challenge ideas they disagree with, even if doing so makes people uncomfortable or exhausting. Dalio, the founder and co-chairman of Bridgewater Associates, one of the world's largest and most successful hedge funds, has sought to create a similar environment and has made what he calls radical transparency a top priority. In practice, this means not talking behind people's backs while making sure meetings are recorded for those who can't attend.
Emails are shared widely, and disagreements are aired openly and constructively. Of course, increasing transparency is easier said than done, as an aversion to conflict and offending others often gets in the way of honest discussion. In this case, Dalio doubled down on his efforts to achieve radical transparency. When he learned indirectly that a senior colleague was questioning his Dalio publicly blamed the Job Function Email List colleague for not speaking to him directly first. Think from the outside in. Vigilant companies also know how to step outside the boundaries of the organization and see things from the perspective of customers and competitors. They continually ask critical questions such as.
How have our customers changed? What new needs might they have, and how can they be met? They might then engage in some role-playing to change their perspective, for example, thinking about how new market entrants might attack their business. A good approach is to build a cross-functional team and add some outsiders to provide a fresh perspective. A variation of this red team exercise used by the military can sensitize people to threats they might otherwise miss. Clarification through triangulation. Leonardo da Vinci extolled the virtues of systems thinking and trying to see things from different perspectives. as Just like using three coordinates to locate a vehicle on a map.
Emails are shared widely, and disagreements are aired openly and constructively. Of course, increasing transparency is easier said than done, as an aversion to conflict and offending others often gets in the way of honest discussion. In this case, Dalio doubled down on his efforts to achieve radical transparency. When he learned indirectly that a senior colleague was questioning his Dalio publicly blamed the Job Function Email List colleague for not speaking to him directly first. Think from the outside in. Vigilant companies also know how to step outside the boundaries of the organization and see things from the perspective of customers and competitors. They continually ask critical questions such as.
How have our customers changed? What new needs might they have, and how can they be met? They might then engage in some role-playing to change their perspective, for example, thinking about how new market entrants might attack their business. A good approach is to build a cross-functional team and add some outsiders to provide a fresh perspective. A variation of this red team exercise used by the military can sensitize people to threats they might otherwise miss. Clarification through triangulation. Leonardo da Vinci extolled the virtues of systems thinking and trying to see things from different perspectives. as Just like using three coordinates to locate a vehicle on a map.