- ref. Campbell's Hero's Journey -- "returning the boon" -- Once the boon is returned, the hero is free to live and then free to die.
- Lessons of History, 104pg W. Durant and River Out of Eden, R. Dawkins about evolution
- Life Principles -- Radical open-mindedness, requires you to replace your attachment to always being right with the joy of learning what's true.
- Self-interest or collective interest ... which of these forces wins out is a function of the organization's culture
- amygdala hijacking -- emotional
- 18 months for behavior to stick /
- Power of Habit, by Charles Duhigg
- Radical truth and radical transparency fundamental to having a real idea meritocracy
- integrity - whole, one way inside and out.
- i choose to live out my values around excellence, meaningful work and meaningful relationships
- expect people to behave in a manner that is consistent with how people in high-quality, long-term relationships behave -- high level of mutual consideration for each other's interests and clear understanding of who is responsible for what.
- Fairness v Generousity -- don't make mistake of thinking act of generosity for some is same as entitlement for all.
- Generosity is good and entitlement is bad /
- Be on the far side of fair -- more consideration to others than you demand for yourself. Each party says you deserve more.
- Okay to make mistakes / unacceptable not to learn from them. Pain is a message that something is wrong.
- If you don't mind being wrong on the way to being right you'll learn a lot and increase your effectiveness.
- You must not let your need to be right be more important than your need to find out what's true.
- Pain + Reflection = Progress
- Thoughtful disagreement is not a battle; its goal is not to convince the other party that they are wrong and you are right, but to find out what is true and what to do about it.
- Most people have problems being assertive and open-minded at the same time.
Getting in sync -- start by assuming you're either not communicating or listening well instead of blaming the other party.
- Their bad behavior doesn't justify yours.
Believe opinions
- more likely come from people who have successfully done it three times / and can explain cause-effect relationships that led them to their conclusions
- Think about whether you're playing role of Teacher, Student or Peer
People
- need people with excellent character and excellent capabilities
- assess people based on both their reasoning and their outcomes
- people's performance: learning and ability
Every case
- moving closer goal? and to train and test your machine (people and design)
as Manager
- perceive and not tolerate problems
- "Taste the Soup"
to Diagnose Problems - all outcomes come from people and designs
- is outcome good or bad?
- if bad, is Resp. Person incapable or Design bad?
- How should have machine worked?
- keep asking why?
- Goal - get at the best answers, not to make most people happy
Goals
- focused on goals you're excited about
