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Our culture demands more of us these days. It demands that we treat each other with respect. That every relationship be seen in mutually beneficial terms.
|
58 |
 |
Yes, we live in a sound bite culture, but you must always go deeper. You must get to know people before you can influence them.
|
287 |
 |
By shifting rewards away from individual performance to team achievement, the team can create a culture of accountability.
|
215 |
 |
Studies…suggest that dissatisfaction promotes creativity only when people feel committed and supported – and that cultural misfits are most likely to add value when they have strong bonds with their colleagues.
|
84 |
 |
Psychologists find that many of our beliefs are cultural truisms: widely shared, but rarely questioned. If we take a closer look at them, we often discover that they rest on shaky foundations.
|
138 |
 |
Rethinking is not just an individual skill. It’s a collective capability, and it depends heavily on an organization’s culture.
|
207 |
 |
Evidence shows that in learning cultures, organizations innovate more and make fewer mistakes.
|
208 |
 |
In performance cultures, the emphasis on results often undermines psychological safety.
|
209 |
 |
In performance cultures, we… censor ourselves in the presence of experts who seem to know all the answers – especially if we lack confidence in our own expertise.
|
209 |
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…changing the culture of an entire organization is daunting, while changing the culture of a team is more feasible.
|
212 |
