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








POET>Culture>Slaves-to-Psychology>Who-Decides ◄◄◄           .           ►►► POET>Culture>Slaves-to-Psychology>Style-over-Substance

The Stanford Prison Experiment

This infamous experiment studied the psychological effects a prison setting could have on behaviour. In 1971, a mock prison was constructed in the basement of the psychology building of Stanford University and 24 male students were randomly selected to play the role of either a prisoner or prison guard for two weeks. The students adapted to their roles a little too well, becoming aggressive to the point of inflicting psychological torture. Even psychology professor Philip Zimbardo, who acted as superintendent of the experiment, proved susceptible to its effects by allowing the abuse to continue. The study was called off after only six days due to its intensity, but it proved that situations could provoke certain behaviours, in spite of an individual’s natural tendencies.

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Keypoint

Adopt this component by...

'I hope our wisdom will grow with our power, and teach us, that the less we use our power the greater it will be.'

- Thomas Jefferson.

C-Suite: Mandate that people accept that power is the ability to do work, not the ability to avoid it!

Questions to ponder...

Do people in your Enterprise abuse power?

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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