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Creating a Culture of Reliability in the Workplace

Nash Consulting

Creating a Culture of Reliability in the Workplace [Do you prefer to learn with your ears instead of your eyes? If you have an entire work team (or workplace) that has a generally low level of follow through, you will inevitably have a low-trust culture. That’s what will make the culture of reliability actually work.

Culture 52
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One Reason Mergers Fail: The Two Cultures Aren’t Compatible

Harvard Business

The two companies may have seen value in capitalizing on each other’s strengths, but they failed to investigate their cultural compatibility beforehand. When tight and loose cultures merge, there is a good chance that they will clash. Tight company cultures value consistency and routine. Loose cultures are much more fluid.

Culture 45
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Management Rewards: Doing Work vs Creating an Environment

Johanna Rothman

Cindy also has to create guidelines and constraints for the teams. Some of her guidelines and constraints are: Make sure that what you do is auditable. Cindy operates in a regulated industry.). Notice that Cindy doesn't create guidelines for how teams should work. Work towards daily showing.

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Minimum Requirements Documentation: A Matter of Context

Johanna Rothman

I use the guideline: If I can't write large enough on the front of the card to see, my story is too large. Too many distributed teams operate as people in silos, handing work off to each other. If the team hands off work, they're working in resource efficiency, not flow efficiency. I don't use larger cards.

Agile 68
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The Effects of Misunderstood Corporate Strategies

LSA Global

Without the guidelines of a clear strategy , it is difficult for leaders and employees to collectively seek the right new opportunities, make aligned decisions, and conduct day-to-day business in a way that moves the strategy forward. Only then can you create an accountable culture and push for higher levels of performance.

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Making Time to Really Listen to Your Patients

Harvard Business

A doctor’s medical toolbox and supply of best-practice guidelines, ample as they are, do not address a patient’s fears, grief over a diagnosis, practical issues of access to care, or reliability of their social support system. This work cannot happen in a vacuum of forced efficiency. Patients need and deserve much more.

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The Future of Management (Part 2/3)

Tom Spencer

Using Laloux’s colour categorisations: Red, Amber, Orange, Green and Teal to describe the shifts in time, we looked at how these organisations are structured, what inspired their transition to the next evolution as well as what the general culture is like. You can read more about those points here. Google Ventures or Intel Capital ).