Co-founder and Principal, ONTOSglobal Cognitive Science Disrupts Culture, Part II (The second of a two part article. Part I is here). Former Yahoo CEO and Google executive Marisa Mayer was quoted recently in the New York Times as saying she joined Google “for the culture”,and that cultures once they reach 1000 people become “self reinforcing”. … Read More.
Enjoy this interview with Ontos Principal with UC Berkeley Haas Business School on how modern cognitive science changes our approach to organizational culture.
Co-founder and Principal, ONTOS global My last post on this topic described our approach to creating transformational learning environments (Transformational Leadership Development? What Makes it So?). I introduced the idea that when leaders want the organization to transform, they are actually seeking its people to transform. I discussed some key elements including the need to engage each … Read More.
Associate, ONTOSglobal With Brexit and Donald Trump’s election we have witnessed what numerous political and economic leaders labeled as impossible and catastrophic, nevertheless have become a new reality. Through analyzing these game-changing events we suggest four cognitive strategies for those in charge of leading a company in a fast-changing world. Prepare for … Read More.
Co-founder and Principal, ONTOSglobal We were asked this question just today. “What makes your leadership development programs “transformational”? We explained that when a client is looking for their organization to transform, they are really asking their PEOPLE to transform. This is true because there is no such thing as organizational transformation without PERSONAL transformation. Organizational transformation … Read More.
Those of you who know our latest research, know that we are intensely interested in how cognitive schemas enable or hinder our ability to change – individually and collectively. See this video for a perfect example of how we cognitively can understand something (say, the new corporate strategy) but cannot easily unlearn and change the … Read More.
The extent to which differences can by productively utilized depends on the amount of information exchange that actually happens. People more naturally share information they already have in common, but this is not the end game. Instead, people must hear from others about information they don’t have access to. ... Read more
Diverse and global teams can dramatically improve their results if they can track the dynamics in their teams and expose what is getting in the way of progress. ... Read more
Culture: the most overused and least understood term in business, if not in modern society. What does it mean? Values? Norms? Behavior? Environment? Practices? How things get done? How people treat one another? Symbols? Artifacts? All of the above? Some of the above? OK. Forget that question. Let’s assume culture is at least some of … Read More.
It probably comes as no surprise that software engineers think differently than human resources professionals (or, for that matter, that doctors think differently than lawyers, etc.). What may be surprising, however, is how these differences manifest in how professional groups think and act. The mental models held by professionals underwrite how groups make sense of … Read More.