Index

PF2

Head

POET

Head

Methods

Disciplines

Decision Making

Culture
Making Them
Changing Them
The Red Button
Jumping to Conclusions

Guidance

Guidance

Items

Architecture and Engineering

Yin and Yang
Architect Horizontally Engineer Vertically

Culture

Culture

Slaves to Psychology

What Do You Think
Is All Value Easy to See
I Was Only Doing What I was Told
Are You Better Than a 5 Year Old
Who Decides
Absolute Power Corrupts Absolutely
Style over Substance
The Halo Horn Effect
Cognitive Dissonance
The Dunning Kruger Effect
The Peter Principle
The Matthew Effect
Prices Law
The Best Managers Are Sociopaths
Personality Traits
The Prisons of Two Ideas
Logical Fallacies

PEAF

Head

Adoption

Step 4

Risks

Culture

Culture

Organisation Structure

Traditional vs Pragmatic

The Management vs The Workers

Most Valued Player MVP
Comparison

IT vs The Business

Is IT Special

What vs How
Yes But Not Because its IT
When Two Tribes Go To War
Should IT Ever Say No to The Business
Comparison
       
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- TK-Risks








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The Milgram Experiment

Humans are trained to take direction from authority figures from very early in life. An infamous experiment conducted in 1961 by Yale University psychologist Stanley Milgram, measured this willingness to obey authority figures by instructing people to perform acts that conflicted with their morals. Participants were told to play the role of “teacher” and administer electric shocks to “the learner,” who was supposedly in a different room, every time they answered a question incorrectly. In reality, no one was actually being shocked. Instead, Milgram played recordings to make it sound like the learner was in a great deal of pain and wanted to end the experiment. Despite these protests, many participants continued the experiment when the authority figure urged them to, increasing the voltage after each wrong answer until some eventually administered what would be lethal electric shocks.

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Keypoint

Adopt this component by...

Sometimes the best course of action is to not do what you are being told to do.

C-Suite: Mandate that people are rewarded, not punished, for respectfully questioning authority.

Questions to ponder...

Do people in your Enterprise do what they are told to do, rather than or what they should do?

Can you think of examples where this has happened in the past?

Who were they? What was the impact? Why do you think they acted in this way?

What needs to change to reduce the likelihood of it happening in the future?

Who needs to drive that change?





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