HBR on Corporate Culture Design

I had a chance to work for companies with very different corporate cultures. In my experience culture does not just happen. Instead, it should be deliberately designed and reinforced. So I found this Harvard Business Review article relevant and insightful:

Think carefully about each of these four elements:

  • Incentives are a basic element of doing good work. People should be paid fairly and competitively for their roles, and increases in compensation should be a predictable process. In addition to pay, the culture should work to reward results generated versus hours worked. Employees shouldn’t feel anxious about how visible they are in the office or on projects, and strict timekeeping can create a sense of mistrust between teams and management. Lastly, and this is something we care about a lot, good failure should not result in career suicide.
  • Context and rules will determine what rituals and processes allow people to do great work. If initiative is punished instead of rewarded, people will feel less compelled to push new ideas internally. The ability to make quick judgment calls and move decisions forward will outpace any lengthy or cumbersome internal approvals process. The same goes for autonomy and flexibility—do you trust your teams to lead while you get out of the way? Are teams allowed to participate in flexible work options that encourage their productivity? Your teams need the right tools and resources to do their job—are they spending more time fighting for what they need? If access to those resources is limited, individuals will be less inclined to take part in initiatives with so many blockers in front of them.
  • People are the core of a great organization and the processes and systems you use to hire, promote, and reward them can be both enablers and blockers. Bob Sutton’s famous “no asshole rule” is an important factor when hiring people for your company, especially if they’re “star performers”. Sutton believes that star performers who are demeaning can wreak havoc on organizations. You just can’t compromise your business on people like that.
  • Leadership has to play a role in the culture if the whole organization is to transform. And leading by example is a pivotal component of management enablers (and blockers: leadership can lead by poor example as well, of course). If leadership exhibits the behaviors expected of teams and individuals, then people in the organization will follow suit.

Superforecasting

Just finished reading “Superforecasting: The Art and Science of Prediction” by Philip Tetlock. The book is similar to Nate Silver’s “The Signal and The Noise” in many ways.

I’d definitely recommend this one if you’re interested in the application of the scientific mindset to forecasting of future events.

Here is a quote to give you sense of what to expect:

“Suppose someone says, “Unfortunately, the popularity of soccer, the world’s favorite pastime, is starting to decline.” You suspect he is wrong. How do you question the claim?

Don’t even think of taking a personal shot like “You’re silly.” That only adds heat, not light. “I don’t think so” only expresses disagreement without delving into why you disagree. “What do you mean?” lowers the emotional temperature with a question but it’s much too vague. Zero in. You might say, “What do you mean by ‘pastime’?” or “What evidence is there that soccer’s popularity is declining? Over what time frame?” The answers to these precise questions won’t settle the matter, but they will reveal the thinking behind the conclusion so it can be probed and tested. Since Socrates, good teachers have practiced precision questioning, but still it’s often not used when it’s needed most.”