This is a very hot topic with my clients these days, especially those in Europe. In this video interview, INSEAD Professor Annet Aris speaks about the impact of adding women to boards, and some of the challenges they (and the men they are interfacing with) have to face as they transform the way boards work.
Link to the video interview here: http://youtu.be/-WvkSXjojwg
A good article from Kees van der Graaf at IMD speaking about his driving change model. The model itself is straightforward, but I appreciate most his final paragraph, where he speaks about the need to adapt one’s style to get things done, depending on the situation and the audience.
Sounds like good ol’ Cultural Competence to me.
Full post here: Business Change | IMD.
This HBS Working Knowledge article deals with blind spots we have when it comes to understanding ethics and the impact of the decisions we make. They use Enron as an example. I actually believe Enron not to be a blind spot; people KNEW that they were making money that wasn’t rooted in reality. Too many smart people worked at Enron and invested in it to have me believing that it was just a question of blind spots. Greed is more like it. People walked into that high yield, high risk play with eyes wide open.
There are still plenty of blind spots. I worry about the ones we are not conscious of, our micro-behaviors. These have a more immediate impact on our daily interactions, and when multiplied and sustained, might even feel a bit like unethical treatment to the people that receive them.
Article here: Blind Spots: We’re Not as Ethical as We Think — HBS Working Knowledge.
David Lange