|
|
Sooner Safer Happier:
The organization needs to understand the reasons for being asked to improve ways of working, and those reasons need to appeal to people’s intrinsic motivators.
|
052 |
|
|
Sooner Safer Happier:
Agility needs to emerge in an agile way.
|
053 |
|
|
Sooner Safer Happier:
No one is exempt from choosing to improve, to be the best at being better.
|
054 |
|
|
Sooner Safer Happier:
[Learning] anxiety is a threshold that has to be overcome in order to be willing to unlearn, relearn, and take action.
|
057 |
|
|
Sooner Safer Happier:
…craft a why for change that people will buy and that is unique to your organization. And then repeat that why.
|
058 |
|
|
Sooner Safer Happier:
You can’t take change apart, see how it works, swap a few bits, and put it all back together again. Change is emergent.
|
058 |
|
|
Sooner Safer Happier:
Nail it before you scale it. Humans have a limited velocity to unlearn and relearn. You cannot force the pace of change.
|
059 |
|
|
Sooner Safer Happier:
The key to success is to invite participation.
|
059 |
|
|
Sooner Safer Happier:
You are never done at being the best at being better.
|
060 |
|
|
Sooner Safer Happier:
The ultimate goal is to become a learning organization where both change improvement is continuous. Be the best at being better.
|
063 |
