Paul Gibbons, The Science Of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, And Create An Agile Culture Quotes
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21st century leaders will be growers, not knowers.
Psychological pseudoscience dies hard, especially when there are commercial interests at stake.
Mindfulness promises a great number of desirable benefits, and is based on much more solid research than many competing ideas on how to change people.
When business leaders talk about the next quarter, they ought to sometimes be talking about the next quarter century.
The best way to encourage out of the box thinking is to draw the box correctly in the first place.
We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world.
Leaders need to sacrifice "power-over" to get "power-to".
Strategic coherence is more important than strategic perfection.
Compared to ecosystems and some species, corporations are very fragile entities indeed.
Leaders need to correct for cognitive biases the way a sharpshooter corrects for wind velocity or a yachtsman corrects for the tide.
Ambiguity is not, today, a lack of data, but a deluge of data.
Green light, STOP - if you want to see where you are taking the most risk, look where you are making the most money.
Yesterday’s decision-making strategies are ill-equipped to deal with petabyte information flows.
Most businesses would profit greatly from just applying Change Management 101 well.
It is time to euthanize change management.
The notion of "business as usual" is a harmful myth.
The most damaging cognitive bias is overconfidence (illusory superiority), making leaders use their “gut” when they should be more rational.