Hello Homer-
I actually started this note prior to the holiday break, but never sent it. I had been reading the article on getting smart people to learn, and found it fascinating and right on point in many areas. One thing that struck me as something I need to significantly increase my cognizance of is how small working choice changes can reap huge benefits. Many times I’m talking ahead of my brain, and if I’m going to address the inability of some of my leaders to learn / change, then I’m going to have to change that.
I would love to hear from any of you on your thoughts regarding one of the main premises of the article, which had to do with the deeply engrained culture of defensive reasoning. Of course this is a general human trait I think, but I always thought in “professional” environments we were able to overcome it. The article claimed otherwise.
I am working with a cross-functional team of managers in my company with the express objective of getting more aligned strategically and getting people empowered around common goals. Of course, the ability to adapt / change / grow / learn is at the heart of whether this endeavor will be successful.
So, I guess my question would be - Do you agree or disagree with the article in this area – have you observed evidence to support the claims? And more importantly, what have you done in your lives or organizations to address it / break down this tendency?
Thanks a lot.
Luke
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Luke Cruff
Vice President, Engine Controls and Fuel Systems
EControls, LLC
5757 Farinon Drive, San Antonio, TX 78249
Office: 210.495.9772 ext 3825
Mobile: 248.303.8831