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>The-Peter-Principle ◄◄◄           .           ►►► POET>Culture>Slaves-to-Psychology>Prices-Law

The Matthew Effect (principle, law) is social phenomenon whereby those who have, get more and those who have not get less. It appears to be a universal truth which applies to almost anything, and while the output of its effects are clear, its cause can be less so. Whenever inequality happens, one school of thought says that it is because one group is oppressing the other group. This group tends to view everything through the simplistic prison of oppressors and the oppressed. To them, the reasons for something happening is always because some one or group has decided to oppress and exploit another group. While this thinking is virtuous, it has a fundamental obvious flaw in that sometimes the reasons things happen is not because one person or group is oppressing another, but because of natural laws of nature.

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POET>Culture>Slaves-to-Psychology>The-Peter-Principle ◄◄◄         Enroll to Self Study Now!         ►►► POET>Culture>Slaves-to-Psychology>Prices-Law

Keypoint

Adopt this component by...

Do not let the past, unduly affect the future.

C-Suite: Mandate that those receiving acolades or critism should not receive them because of previous accolades or criticism.

Questions to ponder...

Do people in your Enterprise who receive praise and accoldaes, seem to be getting more of their fair share?

Do people in your Enterprise who receive criticism and discipline, seem to be getting more of their fair share?

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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