Currently viewing the tag: "Tim Kastelle"

As pessoas são os nós

Uma das boas razões porque devemos participar em eventos, com oradores ou facilitadores já nossos conhecidos das redes sociais, é podermos alargar a nossa perspectiva e conhecimento do trabalho dessas pessoas.

Eu tive a oportunidade de conhecer pessoalmente Tim kastelle  na ECCI XII em Faro, a semana passada, depois de mais de um ano de conexão através do twitter (@timkastelle) e de leitura do seu blogue “Innovation Leadership Network”. Tim é a pessoa extraordinária que eu suspeitava ser e que confirmei nas nossas pequenas conversas durante o evento, onde a abertura, simplicidade e sensibilidade estavam bem representadas.

Na tarde do primeiro dia do evento eu escolhi participar em “Managing Networks to Improve Innovation”, e devo confessar que o fiz, mais com a intenção de conhecer Tim como pessoa, do que para avidamente absorver muita informação.

Esta era a intenção! O resultado foi muito além do que eu esperava porque a forma como o trabalho foi exposto e a dinâmica conseguida com os cerca de vinte participantes de muitos pontos do globo conduziram a uma profunda partilha de conceitos e metodologias.

Uma das bases fundamentais no trabalho de Tim Kastelle é, como ele próprio explicou, o contacto com o exterior, isto é com o espaço onde se desenvolve a acção. Em inovação o fundamental é executar as ideias e nós só conseguiremos fazê-lo se conhecermos e dominarmos o meio ambiente (redes de uma organização) onde essa execução vai acontecer, fazendo-o de forma a criar valor mas também tornando-a acessível a muita gente.

“A inovação acontece nas redes!”

Para Tim kastelle, se nós procuramos gerir a inovação dentro de uma organização (meio ambiente) é mais fácil ser eficaz se entendermos como funcionam as redes. Para isso é preciso fazer uma análise de como funcionam as redes e tentar entender como as pessoas se relacionam uma com as outras e de que modo se realiza a partilha de conhecimento entre elas.

Esta metodologia usada por Tim Kastelle não só permite detectar os fluxos de informação, como permite verificar se há pessoas que não tem conexões e a partir daí tentar estabelecer procedimentos para que possam ser melhoradas ou reformuladas. Esta análise parece-me ser também extremamente útil quando existem espaços físicos diferenciados e distantes onde o contacto físico das pessoas não existe e portanto necessita de uma compreensão mais facilitada pela observação dos mapas.

Quando mapeamos, através da informação recolhida por um ou vários questionários nós determinamos quem são as pessoas (nós) com mais conexões e em que direcção elas se estabelecem.

Tim Kastelle apresentou um mapa (uma rede de resolução de problemas) onde as pessoas são os nós (verdes de um local e vermelhos de outro) que mostra bem como podem funcionar estas redes e que apesar de serem uma ferramenta poderosa para análise não deixam de ser uma obra de arte.

Eu penso que esta metodologia pode levar-nos ainda a uma clarificação dos processos de comunicação, distinguindo os formais dos informais e qual a relevância de cada um deles na forma como as pessoas inovam. Tudo dependerá do tipo de perguntas a fazer, mas parece-me que o mapeamento dos fluxos de comunicação pode ajudar também na resolução de conflitos das equipas de inovação.

Será que há lugar a liderança informal dentro destes grupos de inovadores?

Até que ponto a tomada de decisão nestas redes é um aspecto puramente formal e consequente?

A partir da análise dos dados representados nos mapas nós podemos começar a levantar questões no sentido de perceber qual a participação real das pessoas nos projectos em que estão envolvidos ou a tentar perceber porque A ou B que eventualmente consideramos com talento especial para um projecto não faz parte desse mesmo projecto.

Será possível começar a pensar, quando falamos de inovação aberta, em mapear as conexões?

Até que ponto o mapeamento é útil na resolução de conflitos que impeçam o ritmo de execução desejado?

Se uma pessoa é um nó importante no processo de inovação, qual é o resultado provocado pelo seu desaparecimento da rede?

As conexões têm um custo para as organizações e parece ser fácil entender que uma boa gestão das redes não só permite o desenvolvimento de um clima de satisfação como facilita a mudança quando necessária dentro das organizações.

“Gerir a estrutura das redes leva muitas vezes a mudanças rápidas na performance.”

Obrigado Tim Kastelle por esta oportunidade de aprendizagem e de reflexão.

Um sentido de partilha muito forte

Terminou o ECCI XII em Faro – Portugal, uma conferência que me surpreendeu acima de tudo porque conseguiu com uma programa tão extenso e diversificado manter a atractividade e a colaboração sempre num nível muito elaborado.

Duas características, penso eu, foram fundamentais para que a partilha e o bem-estar fossem uma constante:

– Uma, os participantes eram, na sua maioria, para além de oradores ou facilitadores, pessoas que assistiam e promoviam a discussão.

– A outra, em muitas das diversas actividades, incluindo as apresentações, havia lugar ao jogo, à música e outras formas de expressão de emoções.

Para mim, foi uma experiência que a memória irá por certo confirmar como um desejo a repetir. O impacto das diversas actividades que experimentei foi de facto muito grande e digo actividades porque na sua maioria havia lugar a debate e a uma “confrontação” com os diversos contextos ali representados.

Foi bom ter verificado esta mudança no conceito de conferência que culminou com uma homenagem a Mihaly Csikszentmihalyi, traduzida num fluxo de emoções e abertura onde a audiência voltou a ter um relevo extraordinário. Mihaly foi a essência de saber estar e transmitiu-a de forma a não esquecermos.

Entretanto eu tive a oportunidade de “trabalhar” com pessoas do Japão, Eslovénia, Grécia, França, Curaçao, Bélgica, Holanda, Argentina, Brasil, Índia e muitos outros países, com diferentes antecedentes académicos e profissionais e diferentes abordagens em criatividade e inovação.

E é na combinação das diferentes abordagens que podemos encontrar os melhores resultados deste evento. Não foi um evento académico e não foi um evento de “vaidades”, foram momentos para ouvir e para falar, mas acima de tudo para tentar compreender onde aquilo que o outro dizia encaixava no que eu pensava ou negava o que eu pretendia dizer. Foram momentos de abertura e de partilha, foi uma viagem dos conceitos à experimentação.

Eu tive oportunidade de conhecer na vida real pessoas que faziam parte da minha rede social e isso que encorajou as conversas sobre criatividade e inovação tendo dessa forma visto facilitada a minha tarefa de integração do conhecimento transmitido por essas pessoas. Este foi um ponto alto na minha presença em ECCI XII.

Neste contexto, devo realçar, e comentarei isso no próximo artigo, a apresentação de Tim Kastelle “Managing Networks to Improve Innovation” que me trouxe uma série de aspectos para os quais eu ainda não tinha despertado.

Agora deixo aqui um agradecimento muito especial a toda a organização pela oportunidade criada para uma verdadeira maratona de colaboração onde a abertura e partilha foram uma constante.

Parabéns a todos por terem construído este espaço de colaboração!

Enjoy it!

 

Creative thinking is not a one time activity by Jorge Barba

Late last year, in response to an article that stated that you need to stifle your creativity in order to get promoted, I argued that you needed to become a credible innovator to cut through the smoke and keep those objections at bay.

 

Pave the way for impact by striking a balance between the small and the big Jenny Comiskey via Ralph Ohr

Attempting to solve large-scale social challenges can be an overwhelming task. They are the domain of messy, interdependent, complicated issues, outdated models, and often mired in the status quo. It’s not unusual to face a paralysis in action or become stuck in endless debate when attempting change within this environment.

 

Iteration, Collaboration, and Innovation by Deborah Mills-Scofield

 “Even a brown box can be innovative when you think about supply chain, how you bring it to market,” Waite says. But that can only happen if you provide an atmosphere where your employees’ innovation can thrive.

 

Mind the Gap by Tim  Kastelle

I did a workshop last week with a group working on improving innovation within the Australian school system. I played my normal role of grenade-thrower, errr, thought-provoker on the topic of innovation, while working with eight other people that all have backgrounds in education.

 

Five Easy Ways To Tell If An Organization Is Really Values-Driven by Jesse Lyn Stoner

What do Zappos, Ben and Jerry’s, and Southwest Airlines have in common? They are all financially successful, values-driven companies.

 

How to Fix the System by Greg Satell

Pissed off at the system?  Most people are, as they should be. Systems suck.  Anybody who says he likes the system is either a liar, a fool or the guy who created it in the first place.

 

How NOT to Disrupt Yourself or The Pioneer-Maintainer’s Dilemna by Marion Chapsal

After read­ing @JohnsonWhitney’s excel­lent post on Har­vard Busi­ness Review, “Dis­rupt Your­self”, which encour­ages pio­neer and innovator’s val­ues, one of the com­ments caught my attention.

 

Towards Implementing Effective Employee-Driven Innovation Systems by Arie Goldshlager

This article outlines several of my key findings from a recent implementation of an Employee-Driven Innovation system.  The system facilitated generation, evaluation, development, promotion, and selection of employees’ ideas:

 

Ray Anderson: how to show the art of the possible by Mallen Baker

Ray Anderson has sadly lost his fight against cancer.
It’s worth reflecting on the example he gave, because it isn’t just that he was an inspirational figure who argued for a sustainable business model.

Have a great week!

 

 

 

Enjoy it

 

Riding the Whitewater Rapids – 5 Life Lessons by Jon Mertz

One thing can be said about me – I am not a water-sports-type-of-guy. After nearly drowning as a very young kid, I never learned how to swim until I was in my early 20s, but that is another story…

 

Finding Your Next Big (Adjacent) Idea by James L. McQuivey via Ralph Ohr

It’s unusual that an analyst will ask you to stop thinking about the far future, but I need you to back away from the Corning A Day Made of Glass video on YouTube. All that clear glass is clouding your vision.

 

Would You Like a Smile With That? By Arie Goldshalager

This New York Times Case Study of Pret a Manger is packed full of instructive and innovative employee engagement and customer service practices.  See for example:

 

Innovation: Do What You Can, With What You Have, Where You Are by Tim Kastelle

One of the key points that Peter Sims makes in Little Bets is that if you wait until your idea is perfect before you act on it, your chances of success are greatly reduced. This means that if you are trying to innovate, you have to be able to work with what you have right now.

 

Gulp – Extreme Creativity in Stop-Motion Animation by Mike Brown

After writing about extreme creativity for a couple of days, here’s a real-life example: Gulp, the world’s largest stop-motion animation film. It’s extreme creativity in that it takes the skill set (manipulating and filming inanimate objects in a very controlled indoor setting) and scale (small) of typical stop-motion animation films in a completely different direction:

 

5 Principles of Creativity by Greg Satell

Back in the 1880’s, Frederick Winslow Taylor was able to make dramatic gains in efficiency by timing workers performing rote tasks.  His efforts spawned the idea and practice of scientific management.

 

Is Open Innovation Superficial? By Stefan Lindegaard

Perhaps the question should be: Is the term, open innovation, superficial? The topic was raised at the Open Innovation Summit in Chicago after a presentation given by Susan Harman, Group Manager, Open Innovation at Intuit.

 

You Can’t Innovate If You Ignore Your Real Problems by Sohrab Vossoughi

Struggling companies often look to momentary design solutions, but, Ziba’s Sohrab Vossoughi warns, they won’t succeed unless they embrace internal change.

 

What is your Open Innovation partnering approach? By Kevin McFarthing

Open Innovation is now an accepted methodology for enhancing your new product or service development pipeline.  It is deployed to varying degrees depending on the industry or even the company attitude.

Have a nice week!

 

Enjoy it!

 

Tackling Complexity and Wicked Problems with Design Thinking by Thierry de Baillon and Ralph-Ohr

The world we live in becomes increasingly complex. Complex systems in different areas of our life, such as business, environment, economy etc. involve ever larger numbers of interacting elements.

 

The Economics of Co-Creation. Can What Happened To Microbrewery Happens To The Auto Industry? By Idris Mootee

A lot of talk and interest around the concept of co-creation. It is no question that this is going to have asting implications of how products and experiences are designed, developed and marketed.

 

Is the customer always [or rarely] right? By Arie Goldshlager

This quote from Charlie Trotter was recently featured as a metacool Thought of the Day on Diego Rodriguez’s blog:

 

Innovation: The Age of the Heretic by Deb Mills-Scofield

For some reason, I’ve always been fascinated with the word “heretic”.  Perhaps it’s the Devil’s Advocate in me (oh! What a pun!).  Perhaps its because I love being ‘heretical.’ Perhaps its because being heretical is key to innovating.  And this word has been around for millennia! 

 

Design thinking The new office by John Hagel and John Seely Brown

From exercising with Wii to staying at boutique hotels, we are increasingly immersed in designed experiences. Our expectations grow. Even previously prosaic objects become better-designed set pieces in the scenes of our life, mimicking what the media show us we can have. From soap dishes to store signage, what is mundane we pass over for the more elegant alternative. 

 

Become A Critical Thinker by Karen Christensen

It is of course important to recognize that many people are working hard to create a better world – animal rights groups such as PETA, the Farm Sanctuary, the Humane Society, groups like Amnesty International and environmental groups trying to curb destruction of the planet are a few that come to mind. But what is missing is a conversation about what is at the root of all the problems these groups and other advocacy groups are attempting to address:

 

Innovation’s Nine Critical Success Factors by Vijay Govindarajan

Your organization won’t innovate productively unless some underlying factors are in good shape. If “10” is outstanding and “1” is poor, how do you rate your organization on each of these?

 

Innovation Lessons from Orson Welles by Tim Kastelle

I’m still in Italy, where one of the topics of conversation is the recent special issue of The Economist, which discussed some of the problems that the economy here has experienced during the Berlusconi years (the special articles are summarised and linked here).

Have a nice week!

 

 

Enjoy it!

 

The Innovation Matrix Reloaded by Tim Kastelle

This is a bit of a distillation of observations over time.  I thought of it because I think that a lot of people that are trying to improve innovation within an organisation think that they can go from the bottom left (No Innovation Capability) to the top right (World Class Innovator) in one jump, simply by introducing some sort of innovation program. 

 

Would You Skydive Without a Parachute? How to Delegate With Confidence. By Jesse Lyn Stoner

Roger had been working way too much and knew he needed to reprioritize and delegate. But he was nervous about letting go of control and was having difficulty identifying what he could delegate.

 

Value Networks and our Sense of the Beautiful by Verna Allee

In a wonderful Ted Talk Denis Dutton traces our sense of the beautiful back to the earliest prehistoric artifacts of hand axes. Hand shell necklaces, body paint, and hand-crafted objects preceded even language. Dutton reminds us that beauty is not in the eye of the beholder, it is deep within us as an innate gift. Our powerful reaction to images, to emotion in art, to the night sky will be with us as long as the human race exists.

 

The Simple Dilemma by Greg Satell

“Keep it simple, stupid” is often repeated and invariably good advice. Nevertheless, it’s easier said than done.  The truth is that simplicity is anything but simple

 

Claiming Our Circle of Selves. The Shadows… by Marion Chapsal

Are you ready to embark on your heroine’s journey?
Before we embark together, let me give you a gentle reminder. One of the myths around coaching and personal development, is that it will enable you to discover your “true self”, your “authentic voice” and clearly reveal “your unique path”.

 

GenY: The Challenge of “Doing It All” and Technology Overload by Katrina Kibben

This is not your father’s workplace anymore – literally. This year, the oldest Baby Boomers are turning 65 years old, including President Bill Clinton.   This means that the 79 million baby boomers, about 26 percent of this country’s population will be retiring in the next few years.

 

People Skills Mistakes Won’t Define You If … by Kate Nasser

Interacting with others can be carefree or treacherous depending on the situation. Using your best people-skills steers you through the tough moments. But what if you make a mistake?

 

Lessons from a crowdsourcing experiment by Jorge Barba

One of the great things about social media is that it gives organizations the capability (if they choose to) and advantage of co-creating new products and services with their customers.

 

Father as leader by John Maeda

I have regular open office hours for students, staff, and faculty — a practice that is often suggested for college presidents and for other leaders — the so-called “open door” philosophy. You learn all kinds of things about your organization when you do so.

 

Have a nice week!

 

 Enjoy it!

Innovation Illusions: It’s not the idea it’s the action – innovation only exists when value is created in the market by Drew  CM

Creativity. Invention. These are core elements in the process of innovation. They are not innovation itself. Mistakenly identifying them as innovation creates confusion and dissatisfaction

 

Are You Climbing Hills or Crossing Valleys? By Tim Kastelle

One of the key issues we face in managing organisations is the state of the environment surrounding us. Is it stable or turbulent? This has an impact on our innovation strategy. In stable environments, we can afford to concentrate just on getting better at what we’re doing. However, in turbulent environments, we need to undertake more exploratory innovation efforts.

 

Design Thinking And Growth: What’s The Connection? Why Do We Need Growth? By Idris Mootee

The Harvard Design Thinking Semina was a great one. High quality particiapants and great turn out with beatiful New York City spring weather. Lunch on the rooftop is way better than a banquet room or a faculty’s dining hall.

 

Are Little Bets a recipe for better innovation? By Jorge Barba

A few weeks ago I reviewed Peter Sims new book on experimental innovation, Little Bets. Since then I’ve received emails from friends asking me for concrete examples of businesses doing experimental innovation as well as why this is a better approach to innovation.

 

6 Popular Ideas That Fail by Greg Satell

“Nobody ever gets fired for buying IBM” was once a popular belief that seems quaint now.  It’s hard to imagine that people used to buy IBM products simply because they were so dominant.

 

Asking the Important Questions: A Guide to Design Thinking And a Better Way to Serve Customers :  by Melba Kurman

Design thinking should be a way of life for senior managers. Melba Kurman spoke to Sara Beckman, design and innovation expert at Haas School of Business at the University of California, Berkeley, about how to apply design thinking to the innovation process.

 

What kind of impression do you want to leave? By Teresa Van Lanen

I attended a Women’s Business conference recently where I had the opportunity to meet women from many areas of the business world. We gathered in a large conference room which was full of buzzing energy. As usual I began my habit of observing the group and of sensing other’s energies. I doubled my efforts as we were being asked to pair up for an exercise to search out who I would pair up with.

 

Reducing the risk by Roger Martin

In the wake of the spectacular 2008 financial markets crash, much has been made of the fact that no one has been held to account. Life has returned to near normal, and other than the failures of Lehman Brothers and Bear Stearns, little has changed in reaction to the mortgage meltdown.

 

Have a nice week!

Enjoy it!

 

Creating ‘Places of Possibility’ by Rotman via Ralph-Ohr

With the analogue generation still in control of the organization and the digital generation performing the daily work, clashes are imminent and inevitable.

 

Make Little Bets for Innovation Success by Tim kastelle

To succeed at innovation, you need to be making a lot of little bets. What are little bets? According to Peter Sims in his excellent book called Little Bets, they are:

 

Caffeine: It Undermines Performance on Collaborative Tasks for Men, Enhances It For Women by Bob Sutton

I can’t believe that I missed this study reported by BPS research last January.  Way cool.  It compared the performance of men working in pairs to women working pairs.

 

Three Ways to Get the Most Out of Each Moment by Jesse Lyn Stoner

Learn from the past, plan for the future, and live in the present.

How can you have a vision and live in the present? Don’t you live for the future?

 

Rockstart Studios knows how to innovate by Jorge Barba

Yesterday I wrote about how innovation requires courage. It takes guts and vision to do something that is so remarkable, that it changes everything. Here then, is a great example.

 

The Surplus Society by Luke Williams

If you’re seeking disruptive innovation with a team—or even if you’re doing it alone—you need to identify the assumptions that seem to influence the way insiders (and often outsiders) think about your industry, segment, or category.

 

Going flat? Creating the freedom to succeed by Dov Seidman via Arie Goldshlager

What if leaders of flat organisations invested as much effort in inspiring people to build cultures without “boxes” by constructing a new mindset for the behaviour they want as they invest in deconstructing the vertical and functional restraints that limit space in hierarchical structures?

 

Design Thinking, Business Transformation And The Creative Enterprise. By Idris Mootee

It is time to take a look at the report card of our design for business organization, management and strategy. After half a century of quality movement, brand management, marketing and catefory management, globalization, customer service automation and organizational design fine-tuning, we should have a pretty good of idea of what is working and what is not.

 

What Are You Telling the World? By Kare Anderson

How do others perceive you? How well do you anticipate another person’s discomfort before the person freezes up and becomes paralyzed, withdrawn, or even destructive in a situation.

Have a nice week!

 

Enjoy it!

 

Forget the Geisha, Bring in the Samourai…by Marion Chapsal

Once upon a time, there used to be a little Japanese girl, named Yoshiko. She had lost her father at the age of 8. She was raised like most little Japanese girls of her generation, in the 50s, to be a perfect mistress of the tea ceremony

 

Innovation Trick: Turn Something Old into Something New by

Erik Sherman via Ralph-Ohr

HP (HPQ) partnered with a semiconductor manufacturer to create a new line of high-performance servers for use in supercomputing. So, who’s the lucky chip vendor? Intel (INTC)? Nope. AMD? Not even close.

 

How to Evaluate Your Current Company Culture by Heather R. Huhman

Many job seekers are now evaluating prospective employers based on company culture. Candidates want to determine how they will fit in and if the environment is right for them before they’re hired.

 

Seize the Day – Power Up Creativity by Robyn McMaster

C Carpe Diem – Seize inspiration and
R Run with ideas to see where they can take you
E Explore and play, never stopping…
A Angle your line for hours as a person who fishes
T Talk with creatives and people outside your field till your brain’s abuz-z-z-z-z
I Initiate from within – unleashing your potential
V Vacuum cobwebs – relax and  refresh your spirit
I Idle the motor – simply daydream when you feel like it…
T Touch your soul – Thank God and be grateful
Y Yes, yes, yes. Curiosity and discovery can increase a natural drug

 

What Do You Think? By Greg Satell

If you were to share a strong opinion what would it be?  Not just any opinion, but one you believe in your bones, one that defines you.  Surely, it wouldn’t be hard to find someone with the opposite view.

 

Discovering Gold through Innovation by Tim Kastelle

One of the weird trends in spam comments now is that through services like mechanical turk people are getting paid to make marginally relevant comments that link back to some spammy site. This makes getting rid of spam a lot harder. However, while I was running through a recent batch, I ran across a comment that got me thinking (I still trashed it though). It was: “I agree. Ideas really are like commodities now.”

 

What Makes CEO’s Good for Innovation? By Stefan Lindegaard

I pondered on this question and decided to reach out to some of my friends at Psion, a leader on rugged mobile computing solutions.

 

Most People Are Daydreaming 46% Of The Time by Aimee Groth

If you’ve ever been to a yoga class, your teacher probably harped on you about “mindfulness,” or being present — because it puts you in a better mood. 

 

Searching for Q’s: ASQ and the Future of Quality by Bruce Waltuck

The American Society for Quality (Now officially just “ASQ”) has a long and rich history of advocacy and teaching in the field of quality improvement. The origins of the quality movement are reflected in the Society’s original name- ASQC, or the American Society for Quality Control.

 

Just Do It! By Gary Schirr

Since I had been involved in new service development as well as in several startups before becoming an academic I was skeptical of formal product development models such as stage gate.

 

Have a nice week!

 

Enjoy it

 

The Problem With Communications Planning by Greg Satell

What is communications planning? I don’t mean to be cheeky, but I would assume that it should have something to do with communicating.

 

How ‘Sticky’ is Design Thinking? By will novosedlik via @ralph_ohr

On its way to meme-hood, even before it has had a chance to gain purchase in the minds of the people who need it most, the term ‘design thinking’ is showing signs of mutational stress that threaten a common understanding of its value and validity.

 

Employees don’t always share well with others, says new paper exposing “knowledge hiding.” By Rotman via @ariegoldshlager

Why isn’t knowledge transfer happening more often in companies spending money on it?

Maybe it’s because their staff don’t always want to share.

 

The Problem with Fitting New Ideas Into Old Business Models by Tim Kastelle

Malcolm Gladwell retells the story of the Xerox Palo Alto Research Center in the latest issue of the New Yorker (it’s readable behind a paywall here). The story of PARC is fascinating, and Gladwell provides a nice twist to it. One of the main threads in the story concerns their invention of the laser printer.

 

The Beginning of a New Discipline by Idris Mootee

Prague is mystical with a mix of medieval, Renaissance, and Art Nouveau architecture and the design scene is slowly taking shape. You still see traces of history of what communism had done to the city even after these buildings are completely restored. It is where Renaissance meets neo-Gothic and the baroque structures from the 18th centuries

 

Creating Infectious Action – Innovation Uncensored by Jennifer Aaker

“Slideshare”

 

The Different Taxonomies of Open Innovation by OIC editor

Professor Henry Chesbrough speaks with Gary Hamel, Visiting Professor of Strategic and International Management at the London Business School and Director of the Management Lab.

 

Can You Be Happy at Work? Should You Be? By Liz Alt Kislik

Consider these scenarios, each from a different organization, and the unfortunate, but logical, conclusions that can be drawn from each one:

 

Have a nice week!