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 Marshmallow Test

An experiment conducted in 1972 by Walter Mischel of Stanford University sought to determine if deferred gratification can be an indicator of future success.

Children, aged four to six, were taken into a room where a marshmallow was placed on the table in front of them. Before leaving each of the children alone in the room, the examiner told them they would receive a second marshmallow if the first was still on the table after 15 minutes. One-third deferred gratification long enough to receive the second marshmallow. In follow-up studies, Mischel found that those who deferred gratification were significantly more competent and received higher SAT scores than their peers, meaning that this characteristic likely remains with a person for life.

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Keypoint

Adopt this component by...

short-term gratification (quick wins) most often leads to long-term failure.

Delaying short-term gratification, most often leads to long-term success.

C-Suite: Mandate that people favour future benefits over short-term gratification. If you want to pick low hanging fruit, you first have to plant a tree.

Questions to ponder...

Do people in your Enterprise concentrate more on short-term benefit rather than long-term benefit?

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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