07. January 2016 · Comments Off on Theologian Matthew Fox and Creativity · Categories: Uncategorized

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Recently read Theologian Matthew Fox‘s book Creativity. The whole book is beyond great! I am placing my favorite quotes (in no particular order) here.

Page 185, “Let the struggle of other artists support you in your struggle. Develop imaginations together. Read the biographies and autobiographies of artists to learn what their lives are really like. Ask them questions. Seldom have I found artists to have an easy life. Those who find balance of an interior kind have often found it at a great price: by living as hermits for a while; by honoring their own mistakes; by admitting when they have trusted too much or gone too far; by taking risks and sometimes failing. The artist’s life is not an easy one, especially in a culture that respects creativity less than it does competition and rationality.”

Page 31, “Creativity and imagination are not frosting on a cake. They are integral to our sustainability. They are survival mechanisms. They are the essence of who we are. They constitute our deepest empowerment.”

Page 24, “Gratitude is the ultimate enabler. Gratitude moves us from apparent laziness to heroic giving. Never underestimate the power of gratitude. It can move mountains. It can build great things. It can arouse us to action. That is why gratitude is the ultimate prayer, as Meister Eckhart tells us when he says: “If the only prayer you say in your whole life is ‘thank you’ that would suffice.” It suffices to get us moving, get us giving birth, get us creating.”

Page 174, “….Learning is one of the most spiritual, ecstatic, mystical, and prayerful experiences available to us all. I write books in order to learn. That is what makes it so fun even when much drudgery is involved. Learning (unlike education, alas!) is non-elitist-we can all do it. It is available to everyone with senses and with a mind still intact. Our minds were made for learning just as our stomachs were made for eating, and, like eating, our learning ought to be delicious and healthy.”

Page 134, “Meditation teaches us not to fear being alone. In meditation we learn to calm the mind and its infinite powers of distraction and projection so that stillness might be entertained on a regular basis. With the stillness comes Spirit. Silence gives way for Spirit to arrive. “

Page 179, “To reconnect to wonder is to awaken the child inside…”

Page 179, “Play is a kind of meditation, for it takes us back to the Source of all things, including joy and beauty.”

Pages 180-181, “Carl Jung felt that creativity comes from play and fantasy. He is right. The true artist plays with his or her tools, inspiration, intuition, forms, colors, musical instruments, even mind. Play takes us to realms that are preconscious and prejudgmental. Let judgment happen later , after the play. Give play its due. In play our imaginations not only get refreshed, they also get set up to connect with new and untried possibilities. Play is the mother of surprise. Surprise is a sure sign of Spirit at play, Spirit at work.”

Page 102, “Biblical scholar Walter Brueggemann comments on the relationship between the prophet and the artist when he says: “Every totalitarian regime is frightened of the artist. It is the vocation of the prophet to keep alive the ministry of imagination, to keep on conjuring and proposing alternative futures to the single one the king wants to urge as the only thinkable one.” And Thomas Aquinas felt that the proper language of the prophet was always metaphor and symbol. Thus, there are no prophets who are not artists.”

Page 220, “Whether our everyday lives and the countless decisions they demand of us are creative or not depends most of all upon our attitude and our sense of self. We can choose or not choose to be creative. Navajo painter David Paladin put it this way: “Look at yourself as magicians, as healers, as lovers of humanity, as givers and sharers. From that perspective living becomes an art in itself. Then everything you do becomes magic!”

Page 147, “There are some wild things I cannot do. I cannot handle rattlesnakes or anacondas or live among the wolves as one friend of mine, a filmmaker, carver, and painter, does. But I do renew my creativity by walking near the sea as it rages and by walking near the waters when they are calm, by reading the mystics, who are wild poets of the wild soul, and by learning to laugh at self, soul, and others. “

Pages 146-147, “Awe is about chaste fear, healthy fear. Not a fear that freezes us or shrinks us into non-action or addiction or defensiveness or denial, but a fear that invites us to stretch and grow and trust. This fear results in courage, for it challenges us to explore, not to run away. And in the exploring come new learning and new growth. This fear grows our souls instead of shrinking them.”

Page 145, “For where creativity is lost, soul is lost.”

Page 139, “This is why all art work can be meditation itself: It is a discipline that opens us up to the joy of Divinity at work.”

Page 209, “Fun belongs everywhere in a postmodern time. The more dire the times, the more we need fun in our lives and in our culture. By letting imagination in, we are letting fun in. When fun returns, fantasy finds its healthy place, options are put before us, possibilities return. Hope happens, for hope is about the possible, while despair is about the impossible. Creativity banishes despair-at least for a while.”

Page 206, “As long as we ignore the imagination of the cosmos in our classrooms, we will have an Imagination Deficit Disorder.”

Page 196, “If Otto Rank is correct when he defines the artist as one who wants to leave behind a gift, and if all of us are artists in some way, then we all want to leave behind a gift.”

Page 89, “The liver cleanses and recycles. The artist, too, cleanses and recycles the toxins in a culture. Artists turn pain into insight and struggle into triumph and darkness into light and ugliness into beauty and forgetfulness into remembering and grief into rejoicing. Artists add awe to awe and beauty to beauty and wonder to wonder. When the liver is healthy the person is healthy. The artist is to the community or body politic what the liver is to the human body; a cleanser and recycler of waste and toxins.”

Page 26, “”Creativity” may be the nearest one-word definition we possess for the essence of our humanity, for the true meaning of “soul.”

Page 76, “I recently saw a slogan that I like a lot: “Quit whining and read. “ “Study”, which I define as the disciplines pursuit of our holy curiosity, is a necessary part of remaining alive and remaining creative and resisting cynicism. We must pursue truth, work at it, sweat for it, just as we have to work at keeping our bodies healthy. The mind requires no less attention. The imagination can grow stale and flabby and weak if we do not seek out healthy food with which to nourish it.”

Page 75, “Creativity stands up to temptations to guilt for disturbing the peace. Many in a culture do not want to hear about innovation and new direction that creativity unleashes. Creativity takes courage.”

Page 54-55, “A return to our origins is long overdue for all professionals but especially for artists, because their task is to lead the rest of us in moving through perilous times of cynicism, boredom, and despair.”

Page 19, “It is not the essence of the human to be passive. We are players. We are actors on many stages. We initiate contacts, ideas, movements, inventions, babies, institutions, sport, exercise, relationships of all kinds. We are curious, we are yearning to wonder, we are longing to be amazed, we are eager to grow, to learn, to be excited, to be enthusiastic, to be expressive. In short to be alive.”

Page 136, “In a culture where Muzak reigns and the void is always being filled with noise of some kind, one must go out of one’s way to find solitude and learn it. This is the role of mediation. Meditation becomes more important than ever for the survival of the imaginative mind. It is difficult to imagine creativity without it.”

Page 11, “…The number-one survival issue of our time: the sustainability achieved when creativity is honored and practiced not for its own sake but for justice and compassion’s sake.”

Page 9, “As the Dalai Lama has put it: “We can reject everything else: religion, ideology, all received wisdom. But we cannot escape the necessity of love and compassion.”

Page 9, “To allow creativity its appropriate place in our lives and our culture, our education and our family relationships, is to allow healing to happen at a profound level.”

Pages 7-8, “Chaos is a prelude to creativity. We need to learn, as every artist needs to learn, to live with chaos and indeed to dance with it as we listen to it and attempt some ordering. Artists wrestle with chaos, take it apart, deconstruct and reconstruct from it.”

Page 90, “Was it not a good thing for Adam and Eve to have the courage to eat of the tree of good and evil in order to know the difference, to taste the difference? Why should they be punished for acquiring wisdom?”

 

31. December 2015 · Comments Off on We Are Looking For…. · Categories: Uncategorized

I am extremely delighted and immensely thankful to welcome as a guest columnist Steven Bell who is the Associate University Librarian at Temple University Libraries. Steven’s frequent columns on leadership as featured in Library Journal’s Leading from the Library Series sparked my interest in having him as a guest speaker at the Maryland Library Association Conference in May 2015. Steven’s new book entitled Crucible Moments: Inspiring Library-Leadership will be a must read for anyone interested in leadership in the industry.

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How many job ads for librarians have you seen that start like this:

We are looking for a creative, innovative…

In the course of my 38-year library career I would say I’ve seen, oh, thousands of them.

All right, maybe I’ve lost count somewhere along the way, but you know what I mean. It seems like every advertisement or description for a librarian position starts this way, with some variations on this theme. You know those words:

Dynamic

Self-starter

Energetic

Start-up

Idea person

I’m still waiting for the librarian job ad that starts with:

We are looking for a dull, humorless control freak…

Of course we’ll never see that but think for a minute about all the job ads you do see where the dreamy unicorn candidate is the ultimate creativity and innovation master. The first thing I ask myself is whether this employer actually means what they say. Do they really want a truly creative innovator who will always be looking to disrupt library operations with a host of way out there ideas for new programs, resources and services – not to mention expecting everyone else to change to accommodate all those new ideas? And don’t forget that the employer wants this purple squirrel to work for peanuts.

You will question the thought process behind the word choice in these ads if you’ve ever applied for one them. You imagined yourself to be the ideal candidate whose overflowing abundance of creative and innovative powers would blow away the search committee. But you didn’t get the job, and quite possibly not even an invitation to interview. Then you found out the library hired a, well, dull, humorless control freak. Before going off the deep end you ask yourself why in heck they advertised for a creative innovator in the first place. What happened?

Let’s just say these employers actually found that creative innovator of their dreams? Then what? Exactly how receptive would they be to a new staff member eager to recommend some really creative and innovative changes? That’s what they were hired to do. How about coming up with homegrown subject terms instead of that old, traditional Library of Congress stuff. Its creative and innovative but would it be enthusiastically embraced? I suspect that the writers of these ads are not entirely sure what they have in mind, except to prepare copy that attracts eyeballs. We’d all like to think we’re that creative innovator who’s just right for the job, so we keep reading the ad and maybe we apply because we want to be in an organizational culture that rewards creativity and innovation. Until we get the job and discover there was some deceptive advertising.

Libraries should want creative and innovative staff members. It brings to mind something David Kelley says during the “Deep Dive” video about how IDEO encourages creativity and innovation to stimulate design thinking. Kelley says “If you go to a workplace and it’s a bunch of stiffs I can guarantee you they’re not likely to invent anything.” I think that’s the sentiment behind those job ad catch words. The intent is to attract the type of people who are likely to invent something, whether it’s totally new, integrating an idea from another library or even a new twist on an existing service. The problem is that most libraries have a disconnect between wanting creative, innovative staff and fostering a workplace culture that facilitates discovery and invention.

There are two things we can do about our “we are looking for…” problem. The easy solution would be to pay more attention to the type of job candidate qualities we ask for in our employment ads and the type of people we really want to hire into our organizational culture. Hiring a truly creative librarian isn’t going to turn a maintain-the-status-quo library into a wildly innovative workplace. What’s most difficult about the easy solution is admitting the library isn’t ready to hire a creative innovator. Why hire someone into a position that’s only going to lead to disappointment and regret.

The harder solution is to start working, before hiring that new creative staff member, to build an organizational culture that thrives on creativity and innovation – or at least perform a gut check to determine whether such a culture is in place or in the process of forming. Start by understanding the characteristics of innovative cultures and the ways in which they facilitate worker creativity. To paraphrase David Kelley, “If the leadership team is a bunch of stiffs…”. The leader who writes or approves those typical “We are looking for…” ads needs to look in the mirror and see a person who passes muster on the creativity and innovation qualification. Top administrators establish an innovation culture with their own creativity and advocate for boundary-pushing change. That’s where it has to start.

If leadership is committed to an innovation culture they demonstrate it by setting the right expectations for the workers. Ideally, it starts with hiring people who are inclined to and openly contribute to an innovation culture. Putting the right people into the wrong culture can be a recipe for disaster, so it’s equally important that the leaders listen to what the staff has to say and empower them to put their ideas to the test. Leaders recognize that creativity and innovation are not special super powers. They believe that with the right conditions and support, all staff members have the capacity for innovation – if there is an organizational acceptance that change is a positive force, supported by an allowance for risk taking.

I get why librarians start job ads this way. They don’t want stiffs. They want cool, slightly eccentric creative types who will come up with new ideas for really innovative projects that are equally cool, unique and set the standard for others to follow. Who doesn’t want a dynamic, innovative, energetic, start-upish, idea person as their co-worker? Then the rest of the staff can sit back and maintain the status quo while waiting for their creative, innovative new hire to figure out what we should be doing and how to do it. We all know how that’s going to turn out. It doesn’t have to end that way.

Fight the temptation to start that next job ad with the same old “We are looking for…” statement. Decide right then and there to be honest about what type of person will really fit into the library culture and how that’s best articulated in the job ad. Maybe there are better choices. It might be more like:

We want to build a more creative library culture. We’re not there yet. If you are looking for a job where you can do the same old stuff and get by, please move on to the next ad. If you want new challenges and are willing to work hard and collaborate, don’t worry if you are not the most creative or innovative librarian. We’re not interested in hiring a lone creative genius. We do want a colleague who will bring a fresh perspective that adds diversity to our team. If that sounds like you…

Instead of starting with the same old “We are looking for…” do your prospective candidates a favor and tell them about your organizational aspirations to achieve a more creative and innovative workplace – if that’s what you really have in mind. There’s nothing with wanting to hire a creative, innovative librarian to join your organization. Just be sure that’s what you’re really looking for.

 

 

24. December 2015 · Comments Off on Wisdom from US Navy Seal Chris Kyle · Categories: Uncategorized

After reading Chris Kyle‘s book American Sniper there was a quote at the end of the book that has helped me a lot when life throws little complications my way. I find this quote especially helpful as the holiday season tends to stress out many of us and we are anxious about what the new year brings. We need to keep in mind all of our blessings and how things could be infinitely worse if we had to walk a mile in another person’s shoes.

On page 430 Kyle writes, “When people ask me how the war changed me, I tell them that the biggest thing has to do with my perspective. You know all the everyday things that stress you here? I don’t give a shit about them. There are bigger and worse things that could happen than to have this tiny little problem wreck your life, or even your day. I’ve seen them. More. I’ve lived them.”

 

08. December 2015 · Comments Off on Daniel Francis On Being a Life Coach · Categories: Uncategorized
DanFrancis
There are people that you meet in life that have the power to deeply inspire. Daniel Francis is one of those people. He can make profound connections with groups or individuals. For years Daniel traveled all over the country using his talents to raise millions of dollars for non-for-profit and religious organizations. Now, Daniel is putting his skills to use to help individuals. I recently posed three questions to him about being a life coach. Here is what he had to say.
1) What made you become a life coach?
Whether at a cocktail party, after Church on Sunday or waiting in line at the bank, I found that even strangers I spoke with often  began speaking to pain points that were preventing them from living on a better, fuller, happier level.  Just asking certain questions like “What’s in your way?” or “What do you need to do to accomplish that?” opened up shed waters of revelation and surprise.  Becoming a coach was organic in that it flowed from the way I typically speak to most people.
2) How can people who choose a life coach and best approach the life coach process?
The best coaches use similar (and successful) techniques for the majority of what is blocking someone.  One of the exceptions to this is addiction coaching which warrants a specific helping relationship.  Other than that, take advantage of the typical “first session free” (as I provide on my website, www.dmfcoaching.com) as many coaches offer that.  A good coach should:  a) mirror back to you what your greatest needs are; b) challenge you; c) affirm you; but d) also provide some benchmark/goal-setting work that allows you to see real progress within a relatively short period of time.
3) How can people determine if a life coach is a good fit for them?
Great question.  You know you’ve found someone who will help you bridge the gap between where you are now and where you know you want to be if:
1)  You feel very comfortable opening up to him/her;
2)  You begin to FEEL that there’s progress within a month or two;
3)  You SEE significant progress within 3 months (usually less, depending on what’s blocking you, etc.); and
4)  Your frequency of visits begins to diminish over time and you only need to contact the coach when a major life obstacle begins looming large.
04. December 2015 · Comments Off on Librarian Justin Hoenke on three things that inspire him · Categories: Uncategorized

JustintheLibrarian

Justin Hoenke is an all-star librarian and I was so thankful that he was able to take some time to answer three questions I had about what inspires him!

Before getting into his responses I urge you to take a look at Justin’s blog which is justinthelibrarian.com. He recently posted some amazing information about his recent trips to New Zealand and Australia!

Justin also pointed out that his friend Ned Potter (another great librarian!) was also there and his post sums up a lot about the experience. See http://www.ned-potter.com/blog/new-zealand-professional-nourishment-parenthood-and-opportunities

Now, here are Justin’s answers to my questions below.

1) What movie inspires you the most and why?

I think that most of Martin Scorsese’s movies inspire me, especially GOODFELLAS. I just love his storytelling style. It makes something that I have no interest in (the mafia and all sorts of bad guy stuff!) interesting.

 

2) What book inspires you the most and why?

The one book that inspires me the most is Mark Lewisohn’s THE BEATLES RECORDING SESSIONS. I used to read this thing through and through as a kid. It was so detailed and interesting.

 

3) What song inspires you the most and why?

This changes so much. In the long run, most of the Beach Boys work between 1966-1978 inspire me greatly. Their VERY overlooked album FRIENDS from 1967 is one of the most peaceful and beautiful pieces of music I have ever heard. I also really enjoy the music played in NYC Gay Discos in the 1980’s! Follow my Mixcloud account favorites to listen to some of those songs. https://www.mixcloud.com/justinhoenke/favorites

 

I love that music because I think about what those men and women were going through in the 80’s with discrimination and AIDS and all that….and it amazes me how they could still just enjoy great music and dance the night away!

29. November 2015 · Comments Off on General Stanley McChrystal’s Team of Teams · Categories: Uncategorized

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My Synopsis:

General Stanley McChrystal’s book Team of Teams will most likely go down as one of the best management books of the century. The book articulates a new vision of management in which all members of an organization view themselves as part of a network of teams that embody a shared sense of common purpose and trust, operate as if no silos existed in order to share information seamlessly, and use decentralized authority (whereby leaders allow subordinates to practice “empowered execution”) to quickly solve complex as well as unpredictable problems.

McChrystal argues that all organizations today must find solutions to complex problems and unpredictability in order to succeed. Ultimately organizations that employ the Team of Teams philosophy will be able to combat complexity and unpredictability through adaptability and resilience.

What makes this a ground-breaking book is the use of both theoretical models of managerial thinking and real world examples. McChrystal did not come up with this managerial philosophy in a vacuum. It was forged during his time leading special operations during the Iraq War. The solutions McChrystal found in response to the challenges the US military confronted in Iraq are woven throughout the book. In each chapter the author will also provide real-world examples from business/organizational history to support his Team of Teams managerial philosophy.

If the Team of Teams philosophy is what we are moving toward what managerial philosophy are we leaving behind?

McChrystal points to Frederick Winslow Taylor’s reductionist managerial philosophy as the mentality that organizations must let go of. What behaviors typify the reductionist managerial philosophy? On pages 42 and 43, McChrystal writes that “Managers did the thinking and planning, while workers executed. No longer were laborers expected to understand how or why things worked- in fact, managers saw teaching them that or paying a premium for their expertise as a form of waste. Taylor told workers, “I have you for your strength and mechanical ability. We have other men paid for thinking.”” The goal of perfect efficiency drove everything in Taylor’s model. Taylor succeeded in utilizing this model in large measure because he worked in an industrial age where it was relatively easy to predict and plan work flows that occurred in regular and consistent cycles.

McChrystal argues in convincing fashion that we live and work in an age of unprecedented unpredictability. In this environment, “Adaptability, not efficiency, must become our central competency (page 20).”

In addition to adaptability, resilience is also needed. As noted on page 78, “In a resilience paradigm managers accept the reality that they will inevitably confront unpredicted threats; rather than erecting strong, specialized defenses , they create systems that aim to roll with the punches, or even benefit from them.” In order to arrive at resilience McChrystal points to a focus not on predictability, but on reconfiguring. On page 82 McChrystal notes that reconfiguring can occur when one recognizes the inevitability of surprises and unknowns and thus builds systems that can survive if not benefit from those surprises.

Here are some of my favorite quotes below:

On page 81, Peter Drucker says, “Efficiency is doing things right; effectiveness is doing the right thing.”

Page 83, “Our Task Force’s rigid top-to-bottom structure was a product of military history and military culture, and finding ways to reverse the information flow-to ensure that when the bottom spoke the top listened-was one of the challenges we would eventually have to overcome. More difficult, however, was breaching the vertical walls separating the divisions of our enterprise. Interdependence meant that silos were no longer an accurate reflection of the environment: events happening all over were now relevant to everyone.”

One example of an outstanding team-organization are the U.S. Navy SEAL teams.

Page 96, “The purpose of BUD/S (Basic Underwater Demolition SEAL training) is not to produce supersoldiers. It is to build superteams.”

Page 97, “The formation of SEAL teams is less about preparing people to follow precise orders than it is about developing trust and the ability to adapt within a small group. … Instructors have constructed a training course that is impossible to survive by executing orders individually.”

Page 98, “Teams whose members know one another deeply perform better.”

Page 98, Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.”

Page 99, “Team members tackling complex environments must all grasp the team’s situation and overarching purpose. Only if each of them understands the goal of a mission and the strategic context in which it fits can the team members evaluate risks on the fly and know how to behave in relation to their teammates.”

Page 104, “In situations defined by high levels of interaction, ingenious solutions can emerge in the absence of any single designer.”

Page 105, “Order can emerge from the bottom up, as opposed to being directed, with a plan, from the top down.”

Learning from Tragedy: The change in airline flight management after the crash of United Flight 173 on December 28, 1978 in Portland, Oregon.

On page 106, the National Transportation Safety Board cited as a cause of the crash, “a breakdown in cockpit management and teamwork.”

Page 107, “The crew’s attachment to procedure instead of purpose offers a clear example of the dangers of prizing efficiency over adaptability. McBroom (the pilot of United Flight 173) had attempted to keep track of everything himself, and did not take full advantage of the support offered by his crew.”

Page 108, Risk adaptation occurred when the airline industry was able to, “accept the inevitability of unexpected mechanical failures, and build flexible systems to combat these unknowns.”

What was the solution after the United Flight 173 tragedy?

Crew Resource Management (CRM)!

Page 109, CRM’s “intensive management seminars demanded that participants diagnose their own and others’ managerial styles. It trained juniors to speak more assertively and captains to be less forceful, turning vertical command-and-control relationships into flexible, multidirectional, communicative bonds. Instructors exhausted students with team-building exercises.”

CRM style management was also being formed in the medical profession.

Page 112, “During the Vietnam War military surgeons discovered that moving the lead surgeon away from the patient and having him stand at the foot of the bed during resuscitation and evaluation allowed for more actions to occur simultaneously. This practice made the lead surgeon, in effect, a team player-enabling the problem solving efforts of others, rather than telling them what to do.”

Page 119, “The best teams know their coach (or commander or boss) trusts them to trust each other.”

Page 120, “Teams are messy. Connections crisscross all over the place, and there is lots of overlap: team members track and travel through not only their own specialized territory but often the entire playing field. Trust and purpose are inefficient: getting to know your colleagues intimately and acquiring a whole-system overview are big time sinks; the sharing of responsibilities generates redundancy. But this overlap and redundancy-these inefficiencies- are precisely what imbues teams with high-level adaptability and efficacy.”

Pages 128-129, “But on a team of teams, every individual does not have to have a relationship with every other individual; instead, the relationships between the constituent teams need to resemble those between individuals on a given team.”

Page 141, “The organizational structures we had developed in the name of secrecy and efficiency actively prevented us from talking to each other and assembling a full picture.”

How did NASA get a man on the moon?

By re-inventing its management structure! Enter George Mueller.

Page 147, “Mueller threw out the old org charts and required managers and engineers, who were used to operating in the confines of their own silos, to communicate daily with their functional counterparts at other field centers and on other teams.”

Page 148, “Mueller insisted on daily analyses and quick data exchange. All data were on display in a central control room that had links with automated displays to Apollo field centers. It was the Internet before the Internet: information was updated and shared widely and instantly.”

Page 149, Mueller institutes “systems engineering” or “systems management” an approach built on the foundation of “systems thinking.”

“One cannot understand a part of a system without having at least a rudimentary understanding of the whole. It was the organizational manifestation that imbued NASA with the adaptive, emergent intelligence it needed to put a man on the moon.”

ELDO (European Launcher Development Organization)– It failed because the UK and European Union countries(France, Germany, and Italy) did not work in a collaborative fashion to put a rocket into space. They simply did not communicate effectively.

Page 150, “ELDO teams worked independently, users and manufacturers communicated rarely, and each nation assumed control of a different stage of the rocket. There was no single location for project documentation, no system for providing access to other groups’ documentation, and no specifications for what documentation each entity should produce. Each country managed its part through its own national organization, and each sought to maximize its own economic advantages, which often meant withholding information. Contractors reported only to their national governments.”

Page 159, “How people behave is often a by-product of how we set up physical space.”

Page 167, “The critical first step was to share our own information widely and be generous with our own people and resources. From there, we hoped that the human relationships we built through that generosity would carry the day. Information sharing had to include every part of the force. Our thinking was that the value of this information and the power that came with it were greater the more it was shared. “

Page 174, “There are circumstances in which cooperation is better than competition. Encouragement to collaborate tends to be more of a bumper sticker slogan than an actual managerial practice. In an interdependent environment, however, collaboration may be necessary to survival.”

Page 195, Alan Mulally of Boeing and later Ford is quoted, “Working together always works. It always works. Everybody has to be on the team. They have to be interdependent with one another.”

Page 196, Sandy Pentland, an MIT professor, has found that sharing information and creating strong horizontal relationships improves the effectiveness of everything from businesses to governments to cities.”

Examples include the Ritz-Carlton hotel chain which allows employees to spend up to $2000 to “satisfy guests or deal with situations that arise (page 210).”

Nordstrom only has one rule in its employee handbook, “Our One Rule: Use good judgment in all situations (page 211).”

Page 212, Rosabeth Moss Kanter of Harvard Business School concludes, “The degree to which the opportunity to use power effectively is granted to or withheld from individuals is one operative difference between those companies which stagnate and those which innovate.”

McChrystal’s decentralized managerial philosophy went something like this (page 214), “”If something supports our effort, as long as it is not immoral or illegal,” you could do it. Soon, I found that the question I most often asked my force was “What do you need?” “

Page 214, “On the whole, our initiative-which we call “empowered execution” met with tremendous success. Decisions came more quickly, critical in a fight where speed was essential to capturing enemies and preventing attacks. More important, and more surprising, we found that, even as speed increased and we pushed authority further down, the quality of decisions actually went up.”

Page 216, “In the old model, subordinates provided information and leaders disseminated commands. We reversed it: we had our leaders provide information so that subordinates, armed with context, understanding, and connectivity, could take the initiative and make decisions.”

Page 225, “I began to view effective leadership in the new environment as more akin to gardening than chess. The gardener cannot actually “grow” tomatoes, squash, or beans-she can only foster an environment in which the plants do so.”

Page 226, “Leading as a gardener meant that I kept the Task Force focused on clearly articulated priorities by explicitly talking about them and by leading by example. It was impossible to separate my words and my actions, because the force naturally listened to what I said, but measured the importance of my message by observing what I actually did. If the two were incongruent, my words would be seen as meaningless pontifications.”

Page 228, “”Thank you” became my most important phrase, interest and enthusiasm my most powerful behaviors. For a younger member of the command, even if the brief had been terrible, I would compliment the report.”

Page 232, “The leader’s first responsibility is to the whole. A leader’s words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams. Instead of exploiting technology to monitor employee performance at levels that would have warmed Frederick Taylor’s heart, the leader must allow team members to monitor him. More than directing, leaders must exhibit personal transparency. This is the new deal.”

Page 248, “Management determines the quality of the world we live in.”

19. November 2015 · Comments Off on Peter Skillman at Gel 2007: Marshmallow Design Contest · Categories: Uncategorized

Learned about this great video featuring Peter Skillman at Gel 2007. Skillman tasked various groups with building the tallest structure they could that supports a marshmallow. You’ll enjoy learning why kindergarten students outperformed engineers and business school students.

11. November 2015 · Comments Off on thingCHARGER · Categories: Uncategorized

i just saw a commercial for thingCHARGER. I was blown away! The website and accompanying video provide a crystal clear explanation of the product. You’ll want to click the link above to visit their site.

What’s the product?

A charging box that plugs into a normal wall socket and has USB chargers on top of the box and 2 USB outlets on the bottom. The charging box looks like a normal outlet and has two working three pronged sockets. The product is adaptable for virtually all major devices.

Maybe libraries could use this in their cafe areas and teen zone area. Just a thought.

29. October 2015 · Comments Off on Three Questions to Ask in a Performance Evaluation · Categories: Uncategorized

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Looking for an eye opening article on performance evaluations?

Check out Rex Huppke’s Chicago Tribune article on employee reviews.

Huppke cites the work of Avraham Kluger, a professor of organizational behavior at the Hebrew University of Jerusalem, who along with colleague Dina Nir poses the following three positive questions as being an essential part of a performance review.

The three questions are:

  • “Could you please tell me a story about an experience at work during which you felt at your best, full of life and in flow, and you were content even before the results of your actions became known?”

 

  • “What were the conditions, in you, others and in the organization, that allowed this story to happen? In other words, what did you do right, what did co-workers do right, and what did managers or the company itself do right?”

 

  • “To what extent are your current behaviors at work or your plans for the immediate future taking you closer to, or further away from, the conditions that allowed you to succeed in that story?”

 

Kluger interviewed Huppke using the model questions cited above. The process took 10 minutes, but according to Huppke, “it was by far the best evaluation experience I’ve had.”

 

 

09. October 2015 · Comments Off on Crucible Moments: Inspiring Library Leadership by Steven Bell · Categories: Uncategorized

I am excited about Steven Bell‘s (Associate University Librarian for Research and Instructional Services, Temple University and Library Journal Columnist) new book coming out in January 2016. Mission Bell Media Peak Series is publishing it.

The title is Crucible Moments Inspiring Library Leadership. The synopsis on the Mission Bell Media site reads, “This well-crafted collection shares the stories of high-profile librarians and their journey in leadership. Most often, these leadership roles weren’t by design, but rather living through defining crucible moments in their career. Interesting, candid and inspiring, these stories offer encouragement, guidance and humor. Appropriate for academic, public and school libraries.”

Take a look at the list of contributors and you will see yet another reason to get interested in this book!

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