Changing the Structure to Encourage It
For some time we’ve been walking around with a back-pocket proposal for promoting two-sided accountability relationships. It’s for a management structure that can produce the types of experiences that cause mind-sets to transform. Unfortunately, it’s a proposal that initially makes people accustomed to hierarchical relationships quiver, squirm, and flinch. Because of this, we try not to expose our proposal to executives we haven’t had a chance to soften up. Sometimes we present it after a slide show where, using disconcerting questions like those in Chapter 3, we demonstrate how people readily overlook ...
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