Entire organizations also suffer from the Dunning-Kruger effect. After the first steps of transformation and the first insights, they are stuck at the peak of “Mount Stupid”, where they enjoy all kinds of cargo cult grossly overestimating what they have already achieved.
Court jesters or corporate rebels invite people to reflect, rethink and think differently and protect the organization and its rulers from hubris and inertia. But is this necessary in a crisis? Is this art or can it go away?
Thirty days without social media apps on my smartphone. Thirty days of not enjoying likes on the side and quickly answering a comment. Why should I do something like that? To rediscover the important moments of idling, for example. And generally for a more mindful use of my attention. A report about the escape from the rabbit hole of the attention industry.
How do people cope with change? In Virginia Satir’s Change Model, the phase of chaos and uncertainty is crucial. This is where the seed for the new and better status quo lies, provided that it is possible to experiment with the new and integrate it profitably on the basis of a feeling of psychological safety. This can be well observed at the moment with the topic of the home office.
Trust is the foundation of modern leadership. Voluntarily and with all our heart we only follow whom we trust. Frances Frei and Anne Morriss describe three drivers for trust: logic, authenticity and empathy.