Lead Change Blog

OCTOBER 23, 2017

Senior managers follow, apparently slavishly, structural change, without a clear vision to underpin it. In my view, the #1 killer element is groupthink. He believed, as I do, that groupthink erodes values; stifles critical thinking, limits creativity; enables undue influence of direction; and, allows inequity of action.

Abilene Paradox 272

Abilene Paradox Groupthink Consensus Restructuring 272

Harvard Business Review

MARCH 7, 2016

Managers make about three billion decisions each year, and almost all of them can be made better. The stakes for doing so are real: decisions are the most powerful tool managers have for getting things done. Setting goals (another tool) is aspirational, but making decisions actually drives action. One reason is history.

Kahneman 8

Kahneman Groupthink Tools Software 8

Harvard Business Review

SEPTEMBER 26, 2012

This, in turn, amplifies uncertainty when things go wrong, making crises harder to correct: Is that flashing alert signaling a genuine emergency? Complexity is a clear and present danger to both firms and the global financial system: it makes both much harder to manage, govern, audit, regulate and support effectively in times of crisis.

Banking 8

Banking Crisis Hedge System 8