Monday, October 3rd, 2005
It is ironic, in a sense, that we are a business that is in part based on history. In fact, without a historical context as a base, we don’t have much to go on. My guess is that there is an axiom here someplace – a truism that affects way more than our RM needs.
How is it that so many disasters – natural or otherwise – seem to be unforeseen? That is until the post-facto commission reports that it really was anticipated, but that the inability to share information, budget cuts or partisan-parochial issues kept most people in the dark and unprepared.
Monday, September 26th, 2005
Is our behavior a result of DNA – our “bio-heritage” – or is behavior a result of environment, patterns, and/or influence? (Our “experio-heritage”, if you will.) Clearly, this debate has been raging since science and philosophy gave jobs to scientists and philosophers. Where do you come out on this? Read on..
We talk a lot about best practices, about excellence in performance and delivery, about delighting our clients with thinking and practice well beyond the norm.
We give awards for best of show and crave the credibility those awards bestow. We try and codify the path that led to decoration and honor, secretly wondering whether or not some just have it and others just don’t.
Tuesday, September 13th, 2005
The benefits of team playing are patently obvious, no? Strength in numbers makes up for obvious personal, single member deficiencies and a deep wall is stronger than a narrow one, yes? Well maybe. Read on.
What scares people about teams? What makes them shy away from playing in a group structure? What keeps them from giving their all to the squad, and why do some of us actively derail the line-up by refusing to engage with the troupe?
Lots of big questions and no lack of deep answers, yet I would like to propose a thought that might cut through a lot.
It seems to me that we often worry about watering ourselves down in the individual sense and our company in the business sense, when we begin discussing conglomerates and amalgamated thinking.