In this final installment of his series, Markku Allison explores how we can dramatically improve the flow of understanding if we are just a little bit more rigorous in making sure we are on common ground with the words we use and the meanings we intend.
“One of the toughest things about a rut is acknowledging that you are in one,” says Daniel Gulati, a tech entrepreneur and author.
Even exciting jobs have boring days. And when you’ve been doing the same tasks, going to the same office, and working with the same people day in and day out, you’re bound to fall into a rut on occasion. When that happens, how do you recognize what’s happening and counteract it? What can you do to revive your interest in your work?
Here’s some great information from Gulati, and esteemed University of Michigan researcher and professor, Gretchen Spreitzer about how to do just that, including a couple of very useful case examples:
It’s the key to collaboration.
Here ,Brian Uzzi , the Richard L. Thomas Professor of Leadership and Organizational Change
at Northwestern’s Kellogg School of Management and the codirector of the Northwestern Institute on Complex Systems (NICO), presents the concept of “multivocal leadership.”
Multivocal leadership is not about gaining technical proficiency in multiple areas, but instead, it’s about leaders identifying directly or vicariously through others to fluently broker communication among teammates and guide collaboration.
Sometimes you just need to think about things like an artist…..
Recently I have been doing a lot of drawings that emerge for the womb of my mind with dents and lumps and stork bites all over. They look just ugly to me, five minutes in. I know this is a function of my being out of shape — I need to keep limbering up my powers of observation and forcing myself to slow down.
To deal with these lifeless pups, I turn to advice for my old pal, Tommy Kane. If you took “Beginning” at Sketchbook Skool you will remember his lecture exhorting us to keep working on bad drawings, massaging them until they cough, splutter and start to breathe.
I have been wondering why this works.
Is it like taking a wrong turn early in the journey and then continuing to drive, circling, perambulating until eventually you get back on track, slowing down, recalculating, finally getting oriented, our earlier mistakes…
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This is a great tool for anyone who has a team:
Far from simply a “nicety”, research shows strong evidence that organizations with higher self-awareness have a significantly better bottom line.
We all have blind-spots. What are you doing to address yours?
Here is yet more information on this topic for women and their career development: