Most employers lack an effective way to objectively assess critical thinking skills and most managers don’t know how to provide specific instruction to team members in need of becoming better thinkers. Instead, most managers employ a sink-or-swim approach, ultimately creating work-arounds to keep those who can’t figure out how to “swim” from making important decisions. But it doesn’t have to be this way. To demystify what critical thinking is and how it is developed, the author’s team turned to three research-backed models: The Halpern Critical Thinking Assessment, Pearson’s RED Critical Thinking Model, and Bloom’s Taxonomy. Using these models, they developed the Critical Thinking Roadmap, a framework that breaks critical thinking down into four measurable phases: the ability to execute, synthesize, recommend, and generate.
Category: Change Management
The 2012 publication of the New York Times multimedia story “Snow Fall,” about a deadly avalanche earlier that year in Steven Pass, Wash., was a watershed moment for Steve Clayton and Steve Wiens, two Microsoft employees looking to tell better stories about the innovations at their company.
Product differentiation is crucial in our ultra-competitive world. So why do we leave treat culture ― your company’s talent “product” ― as an afterthought?
In ultra-competitive markets, product differentiation is crucial. Countless books, blog posts, talks, and trainings have been dedicated to product development — and with good reason. Without a product that serves a need for a specific target audience and stands apart from the competition, you don’t have a company. And even these factors aren’t enough — you also need to make people aware of your offering and communicate its value in a compelling way through effective marketing and sales positioning.
Billionaires Warren Buffett and Bill Gates both agree “Business Adventures” by John Brooks is best business book ever written. Published 50 years ago, it still remains relevant today. Here’s why it’s a must-read that offers valuable lessons in both business and life.
In the 20th century McKinsey created a model called the Three Horizons to explain how businesses must invest in current products, incremental innovations, and breakthrough innovations. The framework relied on time as a guiding factor; it assumes that truly breakthrough innovations will take years to develop. Technology has made that assumption incorrect: Today innovations like Uber and Airbnb can be rolled out extremely quickly. Because established companies tend to move slowly and must invest resources in existing products, this means that unlike in the 20th century, attacking disruptors now have the advantage.
Disruption, which happens gradually then suddenly, is both a risk and an opportunity. In her important new book about strategic agility, Seeing Around Corners (Houghton Mifflin Harcourt, published today September 3, 2019), Rita McGrath shows us how Agile firms must not only see around corners. Even more important, they must take action.
Every successful company has a vision statement. Vision and business go hand in hand. The best entrepreneurs are the ones who can set an audacious goal, inspire talented people to pursue it with them, and build a business that achieves that vision and makes a lasting impact.
Planning was one of the cornerstones of management, but it’s now fallen out of fashion. It seems rigid, bureaucratic, and ill-suited to a volatile, unpredictable world. However, organizations still need some form of planning. And so, universally valuable, but desperately unfashionable, planning waits like a spinster in a Jane Austen novel for someone to recognize her worth. The answer is agile planning, a process that can coordinate and align with today’s agile-based teams. Agile planning also helps to resolve the tension between traditional planning’s focus on hard numbers, and the need for “soft data,” or human judgment.
How to Tame “Automation Sprawl”
Companies are being overrun by automation tools. Dozens of vendors offer systems to automate various tasks and business processes, and countless companies have developed their own tools. Many of these tools are growing and overlapping; this is called “automation sprawl.” There are several ways to get sprawl under control. One is to create a classification system for different automation types and how you will use them. Another is to create a dedicated organizational team to help business units and functions figure out what type of automation tool best fits their needs. However a company manages automation sprawl, it’s important to let employees know what the plan is for these technologies, to alleviate fears that automation will take their jobs.
Resilient teams are just as important to businesses as resilient individuals, but while individual resilience is built independently, team resiliency must be carefully cultivated by leadership. We surveyed almost 2,000 NCAA coaches to get their perspective on how they build resilient teams and worked with hundreds of team leaders and members in a wide variety of industries to find out if the same strategies from sports applied to the business world. We discovered that resilient teams — different from resilient people — have four things in common: They believe they can effectively complete tasks together, they share a common mental model of teamwork, they are able to improvise, and they trust one another and feel safe.