You're playing competitive, and it's always better to play four competitive rounds than it is two because you sit there for a weekend and then you start all over again.
Stories match the way our species thinks. Equally important, stories are something we share - everyone everywhere tells stories and oddly enough, in the same way. It all probably started around some campfire a million years ago.
How you frame an issue shapes how it is viewed by others. Great advocates frame their ideas as problems that need solutions.
[The greatest barriers to forming alliances] are not figuring out what would make others want to join with you. Assuming that what excites you excites others. Spend more time assuming people have good reasons for what they do or say and then figure out those good reasons.
Ideas really do matter. But in any organization a good idea will only go so far unless its proponents are willing to fight the political games to get the idea adopted.
Idea-Advocacy Matrix highlights a couple of things: that good ideas need to be "sold" if they are ever going to see the light of day and bad ideas sometimes do quite well because of the skills of the proponent to sell them.
In some organizations, it is easy to say mistakes are okay when in truth it is a zero-defect organization. You will be remembered more for your mistakes than your successes in those organizations.
Most change initiatives either fail or fall far short of original (perhaps unrealistic) expectations. More often than not, resistance is cultural in nature, the result of what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom."
General personal principle: You are generally successful to the degree others want you to succeed. So get adopted! And, even more importantly, it's amazing how much you can get done when you let other people take credit for it.
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