Danny

“A group of Stanford scientists have recently shown that people who regularly multitask with several streams of electronic information do not pay attention, control their memory, or switch from one job to another as well as those who prefer to complete one task at a time.32 “We kept looking for what they’re better at, and we didn’t find it,” said Professor Eyal Ophir, the study’s lead author. “They’re suckers for irrelevancy,” added Professor Clifford Nass, one of the researchers. 33 Professor Nass continues: “Virtually all multitaskers think they are brilliant at multitasking. And one of the big discoveries is: you know what, you’re really lousy at it. It turns out multitaskers are terrible at every aspect of multitasking … they get distracted constantly. Their memory is very disorganized.… We worry that it may be creating people who are unable to think well and clearly.”34”
― Shirzad Chamine, Positive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential AND HOW YOU CAN ACHIEVE YOURS

“The principles of classical management theory have become so deeply ingrained in the ways managers think about organizations that for most of them the design of formal structures, linked by clear lines of communication, coordination, and control, has become almost second nature. This largely unconscious embrace of the mechanistic approach to management has now become one of the main obstacles to organizational change.”
― Fritjof Capra, The Systems View of Life: A Unifying Vision

“Most people in organizations are underutilized. 2. All capability can be leveraged with the right kind of leadership. 3. Therefore, intelligence and capability can be multiplied without requiring a bigger investment.”
― Liz Wiseman, Multipliers: How the Best Leaders Make Everyone Smarter

“Coaches are masters of shrinking the change. By pushing their teams to attain a sequence of “small, visible goals,” they build momentum. Psychologist Karl Weick, in a paper called “Small Wins: Redefining the Scale of Social Problems,” said, “A small win reduces importance (‘this is no big deal’), reduces demands (‘that’s all that needs to be done’), and raises perceived skill levels (‘I can do at least that’).” All three of these factors will tend to make change easier and more self-sustaining.”
― Chip Heath, Switch: How to Change Things When Change Is Hard