The Science of Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture (Leading Change in the Digital Age Book 1)

by Paul Gibbons

“In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.”

“grower and not a knower.”

some cultures will have values more closely aligned with agility, say creativity and curiosity rather than stability or control.

Tversky produced their famous paper, Judgment Under Uncertainty,29 they showed that in neutral and positive situations (things are going well, or as planned), risk aversion dominated. However, when things became difficult, risk aversion gave way to risk-seeking behavior.

Reinforcing causal loops dominate the beginning of a life cycle (increasing returns), and balancing loops dominate the latter stages (saturation, diminishing returns).

If you fix a symptom the immediate pain goes away. However, that prevents a long-term solution because you’ve killed the signal that told you something was wrong.

Reports in drawers are full of facts, but unless the facts connect to the leaders’ values and passions, they will remain inert.

We decide, intuitively, and then retrofit criteria to make sense of the decision for ourselves and others.

“You are entitled to your own opinion, but you are not entitled to your own facts.” Daniel Moynihan, U.S. Senator and Ambassador