…goal setting should be undertaken modestly and carefully, with a focus more on personal rather than financial gain. They* also make the case that much more research–and more skepticism–is needed about the practice of goal setting. “Rather than dispensing goal setting as a benign, over-the-counter treatment for students of management, experts need to conceptualize goal setting as a prescription-strength medication that requires careful dosing, consideration of harmful side effects, and close supervision,” the authors write. “Given the sway of goal setting on intellectual pursuits in management, we call for a more self-critical and less self-congratulatory approach to the study of goal setting.”
“Juan Enriquez thinks and writes about the profound changes that genomics and other life sciences will cause in business, technology, politics and society.”
The news item below is a bit technical, so here is the gist:
Every cell in our body is continually sensing and responding to tiny chemical, electrical, and temperature changes created by nearby organisms without physical contact. As a result, cells alter their physical structure in response to the presence of other living things, including reshaping themselves to move toward or away from their neighbors.
A single atom or molecule, without even touching the cell, can move it.
When great big bundles of such cells get close, as in (more…)
I heard one CEO executive coaching client summarize the tremendous value of his coach’s listening and probing by saying, “This is where I come to get my answers questioned.” Top executives, especially those operating in a strong corporate culture, can find themselves in an echo chamber where everyone seems to be saying the same thing, thereby confusing their mutual agreement with reality. It is the most “obvious” assumptions that most severely constrict our thinking.
Gentlemen, I take it we are all in complete agreement on the decision here,” he started, and everyone nodded their heads in agreement. “Then,” he went on, “I propose we postpone further discussion of this matter until the next meeting to give ourselves time to develop disagreement, and perhaps gain some understanding of what the decision is all about.”
I just read Herman Melville’s Bartleby, the Scrivener: A Tale of Wall Street. The first two-thirds struck me as a humorous account of an eccentric employee, told from the business owner’s point of view. (I hear many such stories in my work as an executive coach to CEOs.) My impression shifted toward the end, as the narrative darkened into a tale of thwarted compassion for a hopeless innocent. It remains in my awareness as a poignant and contemporary warning of the isolation so casually tolerated in our commercial environments. Though Bartleby’s plight was beyond the ability of the well-meaning narrator to avert, better treatments are available today and most of the people in your office are reachable with as cheap an elixir as a smile, a lunch invitation, or a patient ear. Life ends too soon and suddenly to risk our kind communications going the way of the dead letters Bartleby sent to the flames, though they contained: “pardon for those who died despairing; hope for those who died unhoping; good tidings for those who died stifled by unrelieved calamities.”
Read Bartleby, the Scrivenerhere or download the MP3 here.
Are we now “in crisis” and “entering an age of scarcity”? You can see anything you like in a crystal ball. But almost without exception, the relevant data–the long-run economic trends–suggest precisely the opposite. The appropriate measures of scarcity–the costs of natural resources in human labor, and their prices relative to wages and to other goods–all suggest that natural resources have been becoming less scarce over the long run, right up to the present.
Paul J. H. Schoemaker, chairman of Decision Strategies International…
“We get fixated on achievement,” he said, but, “everyone is talking about the need to innovate. If you already know the answer, it’s not learning. In most personal and business contexts, if you avoid the error, you avoid the learning process.”
We grow up with a mixed message: making mistakes is a necessary learning tool, but we should avoid them.
Carol S. Dweck, a psychology professor at Stanford University, has studied this and related issues for decades.
“Studies with children and adults show that a large percentage cannot tolerate mistakes or setbacks,” she said.
We are risk-averse because “our personal and professional pride is tied up in being right. Employees are rewarded for good decisions and penalized for failures, so they spend a great deal of time and energy trying not to make mistakes.”
We tend to favor data that confirms our beliefs.
We assume feedback is reliable, although in reality it is often lacking or misleading. We don’t often look outside tested channels.
Solid, basic advice on better business meetings from a business psychologist at the University of Chicago Booth School of Business is here in a column Reid Hastie wrote for the New York Times. Key pointers:
Set Explicit Objectives
Consider Opportunity Costs
Grade the Convener
I would add:
Use a Professional Facilitator (If the stakes are high enough).
A skilled executive coach always brings the client two things. First, help for the client to see him or her self as others do. 360 interviews are great for this. Second, an awareness of and facility with the “lenses” we all use to perceive and interpret the world. Studies from a top business school demonstrate the vital importance of both.
Much of everyday behavior is directed toward understanding, responding to, or attempting to change how we are seen by the people around us. We can be easily led astray, however, by common errors in these perceptions. New research shows us that when we want to better understand how others see us, we should start by changing (more…)
I just read Herman Melville’s Bartleby, the Scrivener: A Tale of Wall Street. The first two-thirds struck me as a humorous account of an eccentric employee, told from the business owner’s point of view. (I hear many such stories in my work as an executive coach to CEOs.) My impression shifted toward the end, as the narrative darkened into a tale of thwarted compassion for a hopeless innocent. It remains in my awareness as a poignant and contemporary warning of the isolation so casually tolerated in our commercial environments. Though Bartleby’s plight was beyond the ability of the well-meaning narrator to avert, 
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