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Divergent and dissident people are the key to growth and innovation. However, some leaders demonize the people who raise a problem instead of solving the problem that is raised.
Disruption, change, or growth is often the cause for the issues becoming uncomfortable.
Ask if management/key status reports explicitly name open issues that could significantly affect t...
Define the processes to work on gaps to solve difficult problems all the time. The fast market dynamic requires constant learners, adapting and growing and trying new things.
Instead of demonizing people raising issues, celebrate the agitation. If people don't raise issues, consider why not. It could be because they stop believing you care or don't think you want...
Problem spotters don't enjoy bearing bad tidings. However, they do it to advance the organization.
Stop making it so hard on them to help you. Don't say "I hear you have a problem with u...
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Recognize the Connection Between Innovation and D&I. Diversity and inclusion increase innovation and reduce business risk.
The concept of cognitive diversity focuses on diversity of thinking and is composed of four dimensions:
The dangers of playing it safe appear so gradually that they rarely get noticed.
It is like a slow leak in a tire, you only notice it when you are stuck. You don't have an idea of how it h...
People try desperately to hang on to antiquated ways of doing business because of a false sense of security. They believe that they can maintain their old ideas indefinitely, even if all evidence shows the contrary.
Questioning everything could help you to spot problems and create a culture of understanding and action.
What does this business look like in five years? What are our customers worrying about today? What will concern them tomorrow? Where are we failing to communicate? Are we capitalizing on all our strengths? What opportunities are we missing?
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When our curiosity is triggered, we are less likely to fall prey to confirmation bias (looking for information that supports our beliefs rather than for evidence suggesting we are ...
Encouraging people to be curious generates workplace improvements.
When we are curious, we view tough situations more creatively. Studies have found that curiosity is associated with less defensive reactions to stress and less aggressive reactions to provocation.
Curiosity encourages members of a group to put themselves in one another’s shoes and take an interest in one another’s ideas rather than focus only on their own perspective.
Thus, conflicts are less heated, and groups achieve better results.
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