Hal Rosenbluth co-authored a book, The Customer Comes Second, in which he advocates the wisdom in investing in your human capital as an organization to achieve highest yields in regards to success, value chain delivery, and long-term stability. Among the many contrarian principles proposed in this book, one of Hal's emphasis points is the health of any team to engage in truth-seeking dialogue. Agreeing is an easy experience, but how well a team handles disagreement is a key indicator of either underlying dysfunction or resiliency as an organization.
Jim Collins and Susan Scott have each contributed further to the concept of establishing a cultural mindset where having "fierce conversations" and even "battles to dig in and discover the truth" about realities concerning the organization. These "fierce conversations"
Successful movement in the area of truth-seeking engagements as a cultural value is the tendency and proficiency at having "fierce conversations about the truth."
Questions:
(1) who would your employees identify as the priority for your organization/team?
(2) what would it look like to put your people first in a way that yielding customer and market excellence as a by-product?
(3) how does your team(s) handle conflict/disagreement? Is there a cultivated atmosphere that embraces "fierce conversations about the truth"?
Contributor:
Mike Sharrow
Subject Keys: change, disagreement, dysfunctions of team, fierce, people capital, truth
Subscribe to:
Post Comments (Atom)
Posts
0 discussion points:
Post a Comment