Posts Tagged ‘discovery’

Climb The Ladder

November 11, 2013

skyladder

Don’t do or say anything that you’re not willing to see on the front page. It’s a dated maxim since few people read newspapers. Mostly, people read screens instead. But the  warning remains a current imperative for performance: accountability.

Years ago, I saw a model that work-culture experts used in their training. My version of it appears here. In your mind, picture personal accountability as a ladder with rungs on it. Those on the upper rungs show accountable behaviors. Those avoiding it are on the bottom rungs.

Acctarrow

A few questions can get you and colleagues engaged in important reflection. Which part of the ladder do you spend most of your time? Where do you often see others? Why are there patterns of behavior? What would encourage a higher rung for yourself? For staff, for senior executives and others?

Responsible people make hard choices every day. When faced with a tough one: think about your behavior showing up in high definition on the screen of those who most matter to your work and your life. Professionals embrace accountability. It is a huge factor in any organizations’ success. Step up to the top rungs of the ladder every day!

Lisa Wyatt, Ed.D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: www.pwkinc.com

In Pursuit of Ignorance

September 11, 2012

Charles Darwin, 1881

“Knowledge is a big subject. Ignorance is bigger…and it is more interesting,” says Columbia University neuroscientist Stuart Firestein. He claims exploring the unknown is the true engine of science. Ignorance, he says, helps scientists concentrate their research.

Firestein’s book, “Ignorance: How It Drives Science” argues that what we don’t know is more valuable than building on what we do know. He believes ignorance follows knowledge. Knowledge enables scientists to propose and pursue interesting questions. Rather than big tangles like the “How was the Universe formed?” Firestein favors the more specific. In the social and private sectors, this perspective has enormous merit for both routines and innovation.

Great Questions

Inquiry can catalyze learning and support change. In a recent proposal to an influential funder, we posed work with colleagues as applied research. The primary question: What early childhood learning investment works best with which kids? Why? This raises others:

  • When is the best time to provide intervention and enrichment?
  • How many opportunities are available in each intervention and enrichment opportunity?
  • What gains are made at what cost?
  • What proportion of 4-year olds are most at risk?
  • How are children distributed along a continuum of need? 

Thoughtful Ignorance

According to Firestein, “Thoughtful ignorance looks at gaps in a community’s understanding and seeks to resolve them.” A historic example underscores this opinion. Deeply religious Victorian society in the late 1800s was shocked by Darwin’s suggestion that humans and animals shared common ancestry. His “non-religious biology” asked some vital questions about the origin of the species and revealed  new, big ideas. Apparently, Charles Darwin was a prescient forecaster for Firestein. Long ago Darwin said: “Ignorance more frequently begets confidence than does knowledge.”

Identify what you don’t know. Be willing to ask great questions; vigorously pursue discovery. These attitudes and practices yield improvements and change.  

Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com

New: The Logic  Model Guidebook (2013) just published by SAGE.

Lessons From The Bread Guy

August 12, 2012

Whole grain or white ?

If you don’t eat there – it’s likely you’ve seen the Panera Bread name. Ron Shaich is the founder, chairman and co-CEO. He’s running an immensely popular chain of bakery-cafes. It’s a growing business and trend-setter in “quick casual” dining. I think he’s a fascinating manager-leader with lessons to share.

Why?

People: The Weighted Factor

While his first and early interest was profit — his primary one, now, is people. He believes how they are organized and work together mean everything to organization performance. This guy tells applicants in interviews they have a shared objective: value.  How can the individual and the employer provide mutual value to each other? He considers the interview an important chance to relax traditional exchanges and identify the intersection of an individual’s skills with their potential to make a contribution.

Key to the Panera Bread culture is a rule: no jerks.  Shaich says that his “no jerk” rule started out as a more precise anatomical reference but has been sanitized. As important, he focuses his team on  tangled, tough work with optimism and mastery. He welcomes complex challenges because tackling them yields a competitive advantage. He reasons:  if the work is simple, then any other organization can do it well, too.

Delivery & Discovery Muscles

In a recent New York Times interview, Shaich offers insights on an effective organization.  He says how work gets done is the “delivery muscle.’” Shaich calls improvement and innovation efforts the “discovery muscle.” While the delivery muscle is feels safe, analytic and rational, he believes it frequently overwhelms strategies and related decisions. He thinks this muscle can encourage disconnected roles and functions internally.

He believes companies and other organizations often err because the discovery muscle is under-developed . The discovery muscle sees new patterns and approaches. It represents getting ahead of current thinking and leaps of faith that trust instinct and pursue risk. The discovery muscle forces focus on the whole organization and responsive action with a forward view.

Learning Requires Inquiry

Shaich considers his style a combination of both directed and adaptive. He is consistently reflective. In his own words: “I am constantly asking about everything – what works and what doesn’t.”  The Panera recipe is successful. In short, it looks like this: great talent, mastery, lots of questions, and balanced muscles.

This leader is a learner who discovers and delivers.

Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com

Quality Cognition: Fast and Slow

March 5, 2012

The Bill and Melinda Gates Foundation invested $1.7 billion in the creation of small schools in recent years. Intuitively, it’s easy to make the case why a small school can provide superior education. You could conclude lower staff-to-student ratios with personal attention and encouragement are a better alternative to the context of a large school.

The foregoing might describe a logical relationship but it’s not accurate.

In fact, according to studies, large schools tend to produce better results. When a variety of curriculum options are available, especially in higher grades, large schools yield greater student success. Some important details were overlooked in the initial conclusion of “small is better.” In planning work, a survey of more than 1600 schools was used. The survey sample had an over representation of small schools. Both a pattern and logic contributed to a preliminary error.

Pursue Good Questions

Had questions been asked about the characteristics of the worst schools – it may have been discovered that those, too, were small. Ultimately statisticians demonstrated that small schools are more variable in student success. In effect, student achievement in small schools can be both very good and very bad. Regardless, the variability and scale in small schools may be a far better context for improvement. (We’ve had the privilege of experience with the Gates Foundation. No doubt: their small school funding has had substantial social benefit.)

 Fast and Slow

Humans think in both fast and slow modes. Daniel Kahneman refers to these modes as System 1 and 2. The thoughtful, careful analysis you used to review the Gates story, cited in  Kahneman’s book, uses System  2. Through precise and deliberate effort you considered the descriptive narrative.

In contrast, System 1 is nearly instant. For example, it helps you quickly respond to a loud noise or simple, verbal sentence. It is most simply understood as a reaction. Often, this is based on impulse. We all need to make quality decisions and plans – whether instantly or over time.

Patterns, Chance and Humility

Because humans are predisposed to causal thinking, we look for patterns and associated explanations first. We can easily make mistakes. Our mind prefers perceptions of an ordered, coherent world. But, these can be cognitive illusions.

In Thinking, Fast and Slow, Kahneman urges us to recognize “many facts are due to chance.” The definition of chance is humbling because it means random events cannot be explained. It’s important to look for patterns and cause while we also acknowledge chance.

Deliberate Quality

The implications of this reality has influence on the potential for our effectiveness. It may be important to: listen better, do enough diligent discovery, understand key factors, and explore alternative hypotheses. It is essential that we review data more carefully for validity and reliability.

Fast and slow thinking are both important to our complex work environments. Consider meta-cognition a quality check. Think about your own thinking and that of others. Be careful enough you sidestep either a foregone or logical conclusion which may be wrong.

 –Lisa Wyatt, Ed. D. is a strategy architect and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com


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