Social Just Culture – Page 9

I'm sure that everyone knows organizations with people pointing their fingers and attributing blame to individuals is not the best way forward for collaboration. In a recent article in the Economist (you need to register to read it) "Why pointing fingers is unhelpful - And why bosses do it more than anyone", the author seems... Continue Reading →

In chapter 5 of Jeff Sutherland's book on Scrum, he briefly mentions behavior for Scrum in the form of "don't be an ass hole and get rid of ass holes quick." Yet he doesn't mention detail about how one should address this, as though it is a simple process. If only life was so simple... Continue Reading →

You know that feeling you get when you want to say something about someone's behavior, but you're too afraid you'll say the wrong thing? Well, we've designed the go-to method for speaking up in organizations when you feel someone is annoying or out of line. In fact, we're creating a whole platform and toolkit called... Continue Reading →

In soccer, there are 17 rules that players should adhere to if they wish to compete. In the workplace, there are a similar number of rules for behavior that a team member should adhere to for the organization to run smoothly. In soccer, on average, two teams will have between 20 to 30 infringements during... Continue Reading →

"If everyone is thinking alike, then somebody isn't thinking" George S Paton We all know how important innovation and collaboration are in organizations, especially tech companies. It is usually highly prized and encouraged. But to achieve these breakthroughs, we need to push the envelope within ourselves and in teams. At the same time, everyone seems... Continue Reading →

What if achieving psychological safety was as simple as nipping our micro-conflict behavior at the bud, before they became full blown and expensive conflicts to resolve? I think we can using SpatzAI our AI toolkit to resolve and monitor micro-conflicts in teams. According to some studies the average number of hours lost to productivity due... Continue Reading →

Micro-conflict refers to small, everyday conflicts that occur in the workplace. These conflicts can be caused during disagreements when minor infractions, misunderstandings, personality differences, or conflicting goals and priorities occur. Micro-conflicts are often less severe than larger conflicts, but they can still have a significant impact on the work environment if not addressed effectively. Micro-conflicts... Continue Reading →

Conflict resolution and psychological safety are both important concepts in the field of organizational psychology and are related in several ways. Conflict resolution refers to the process of resolving disputes or differences that arise between individuals or groups in an organization. This can include addressing conflicts related to work tasks, differences in values or beliefs,... Continue Reading →

I believe it is important not to be confused when experts are describing the problem and making it sound like it is the solution.Eg: “Creating a culture of trust and respect can foster psychological safety." [This platitude was generated by ChatGPT] Sounds great on paper but it’s just smoke and mirrors to me, with zero... Continue Reading →

Most conflict is psychological. A snide remark, sarcastic quip, an insulting name, gossiping or stonewalling. Much less rarely does such conflict escalate to become physical. But imagine if we were protected from such psychological conflict or agreed to use a simple neutral procedure to resolve this conflict behavior when it invariably happens to us? I... Continue Reading →