Organisational life revolves around performance monitoring and measuring. Often it’s a single person who will assess your performance. But what if they had access to the observations of all sorts of people who work with you in different ways? That’s the big idea that 360 Degree Feedback represents.
The idea and practice of 360 degree feedback has been through rises and falls since it first appeared in the 1950s. And it really took off in the 1990s. But it is as important today as it’s ever been. So, let’s examine 360 degree feedback from a number of angles.
Continue reading 360 Degree Feedback: What Everyone Thinks of You
Servant Leadership is one of my personal favourite Big Ideas in the field of management and leadership. It’s been a discipline to push it this far back in our series of Big Ideas.
And we did cover Servant Leadership within our Management Thinkers series. The article on Robert Greenleaf describes the genesis of the idea.
So, in this article, I want to discuss the idea of Servant Leadership in the way I understand it, and introduce a second voice to Greenleaf’s: that of Max De Pree*.
Continue reading Servant Leadership: Lightning Rod
Sometimes a Big Idea gets inflated beyond its carrying capacity. People latch onto it without fully understanding it. It becomes over-used and, despite its validity, it becomes devalued. Such is the fate of Thomas Kuhn’s idea of the Paradigm Shift.
How many times in your life have you noticed that, somehow, there has been a substantial change in the way you – and others around you – think about something important? It seems to happen more and more often. Is this a real effect or what getting older feels like?
Or is it just because we have a label for these changes? We call them paradigm shifts. In the 1980s we might have called them quantum leaps, with even less justification. No, they are just changes.
So, what then is a paradigm shift, and how do they come about?
Continue reading Paradigm Shift: A Revolutionary Change in Thinking
Four years ago we wrote about Growth Mindset, in our Management Thinkers series. We profiled the originator of the idea, Carol Dweck, and introduced the subject.
If there was any concern then that Growth Mindset may be little more than a fad, further research has only strengthened Dweck’s early conclusions. So, it seems timely to return to the topic.
While this article stands alone, I would recommend you to review the earlier article first. It’s good context. Because, to avoid repeating it, we’re going to use this article to look at how you can put the Big Idea of Growth Mindset to work in your workplace.
Continue reading Growth Mindset: Putting it to Work
There aren’t many ideas so big that we use them every day – often without thinking. But the PDCA Cycle, Plan-Do-Check-Act, is one.
The PDCA Cycle comes with many names and none. It’s pretty much something humans have been doing since the dawn of time. But that doesn’t diminish the idea.
So, what is the PDCA Cycle, and how has it evolved?
Continue reading PDCA Cycle: Continuous Improvement with Shewhart and Deming
The Flow State has been described by the first researcher to study it in depth, Mihaly Csikszentmihalyi, as the optimal state for a human being.
When we are in a flow state, there’s nothing more we want, than to continue doing what we are doing, to completion. So, flow states are great for getting things done.
Continue reading Flow: The Optimal State for a Human Being
The Long Tail is the other half of the same chart we saw in an earlier Big Ideas article: the Pareto Principle. Vilfredo Pareto took an interest in the head of the chart, where a small number of people accounted for a huge proportion of wealth. In 2006, Chris Anderson published a book that looked at the huge number of products that form the remainder, when you exclude the few that account for the majority of sales.
How many categories of item does Amazon list? I found the statistic from January 2018 that:
Amazon lists more than 3 billion products across 11 marketplaces worldwide.
But most of their sales and revenue come from the top few highest performing goods in each category. A small number of books may sell thousands a month. But there are millions of books that rarely sell any in a given month… or year.
Continue reading The Long Tail: Infinite Consumer Choice
As I started researching this article, I found myself speed-reading an interview with Carl Honoré. Was the interview dull? No. Rather, it was my need to finish and move on. This is what the Slow Movement is pushing back, gently, against.
The Slow Movement is a corrective. While some proponents advocate slowing down for its own sake, I think the most persuasive advocates of slow are those who see it as being about slowing down to the right pace. I’ll call that right speeding.
Continue reading The Slow Movement: Right-speeding
Most managers will need to be involved in the learning and development of their staff. So, do you know the steps that learning follows? If you don’t, then take a look at Bloom’s taxonomy. It’s the label for a number of interconnected ideas around how we acquire mastery of any topic.
Benjamin Bloom was an educational psychologist who started work on this, with others, in the 1940s. They first published their work in 1956 and it has evolved since. But the changes have been ones of detail and its relevance and applicability remain.
Continue reading Bloom’s Taxonomy: Hierarchies of Learning
Seth Godin is a marketer and a communicator. His stream of valuable ideas about 21st century marketing is something we’ve written about before. And we’ve featured his idea of Permission Marketing in a previous Big Ideas article. But perhaps the most resonant of his ideas is that of Tribes. This is the idea that marketers need to lead change. And we do that by building a coalition of the willing: a tribe of like-minded people who share our vision.
What I like best about Godin’s idea of Tribes is that it works well on two totally different levels. And different managers in our readership will find greatest resonance in one or the other. The idea of tribes can be about:
- leading change to build a better future
- creating demand for a new product, idea, or service
So, Tribes is a big idea about change leadership or about marketing… or maybe about both.
Continue reading Tribes: From Shared Interest to Change