(Thanks to @jgcendales) …
indeed LIFE IS VERY SIMPLE … WE JUST MAKE IT COMPLICATED
Prosperous 2012 from #myhealthcareinnovation
Andy Sack told me a secret.
Since he started doing TechStars Seattle, he’s found that successful teams have one (1) thing in common…
And no. It’s not that they all love what they do and would be doing it for free.
They all rate their team efficacy at a score ranging from 8-10 on a 1-10 scale, week to week.
I started doing this at random, sometime once a week about a month ago.
Since I started gathering data (and managing more actively as a result of a low initial score of 6-7), we’re consistently ranking ourselves at an 8-9.
How I implemented this:
1. I ask each person at Habit Labs to rate efficacy on a scale of 1-10, with 10 being the highest possible score.
2. I vary the ask (time of day, day of the week, communication channel).
3. Then I shut up. And listen. And wait.
I don’t tell the team members what my rating is until after they’ve told me theirs, and I don’t share other team members ratings (although now I’m sharing the ‘average’ rating with the team after gathering everyone’s number).
After the results are in, sometimes I share them.
I’ve been answering the question solo for about 6 weeks and keeping track of the trend in my own subjective evaluation of efficacy.
When I rated team efficacy low, it was obvious that I needed to kick my CEO/founder ass back into gear and make sure communication amongst the team was clear and constructive.
I also started asking each member, about every 48 hours, if they know:
1.) What their next deliverable is and
2.) If the deadline has been clearly communicated to them.
If the answer to either question is ‘no,’ or ‘not really,’ or ‘I’m not sure,’ I track the communication flow back to the person in charge and make sure expectations are clear and overtly stated.
We’re all ridiculously passionate about our mission and vision at Habit Labs. But passion alone does not a successful startup team make.
Managing effective internal communications has stalled many a high-performance team at times, ours included.
Now, if there’s a potential breakdown in the works, we can find the fault line early before it causes a company-wide quake. The best way to avoid root cause analyses/postmortems is to isolate a potential issue and fix it BEFORE it becomes a negative influencer.
In another post, I’ll bug Buster to share the Promises + Delivery tool he created to help us quantify our evaluation of individual and team efficacy.
You #quant geeks will love this simple way to measure how well you’re doing, almost as much as you love doing it.
Source: centraldogma
Big win for patients (Taken with instagram)
TEDxMaastricht Intro Video by @zorg and his team (via @blogbrevity http://bit.ly/fz4QAw )
Life is made of tiny moments
Showing kids an example of a stop motion movie
Nobody knows everything,
Everybody knows something,
all knowledge resides inside networks
Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has.” — Margaret Mead
I live in the space between business and spirituality. I live in the place where who we are overlaps with what we do.
Source: brycedotvc
Learning about management fad
Source: http://www.xbzhu.cn/jlq/UpFile/UpAttachment/2007-10/2007104134453.pdf
Moreover, the mutual trust among patients, clinicians, and researchers, which was so apparent after the 1950s, is in danger of forfeiture.4 This is due to suspicion that economic self-interest is disrupting medicine’s compact with patients, as exemplified by a number of high-profile ethical lapses in the protection of human research subjects and the involvement of physicians in the marketing activities of companies.
Illustrative is recent commentary in both the general5 and scientific6 press about slow progress in the decade after elucidation of the first human genome sequences. Despite the justified scientific excitement about using knowledge of the genome as a fundamental exploratory tool, unrealistic expectations for a quick route to clinical application have produced disappointment, especially among disease advocacy groups and companies. It is a reminder that with few exceptions, new scientific discoveries require 15 to 25 years for their application. This interval has not shortened in more than a century.7
Inventing is NOT Fun
James Jorasch Discusses Misconception that Inventing is Fun: What do you think?
Preview
Clip Length
00:01:54
I’d like to talk briefly, since we are talking about ideas, innovations, some myths and mistakes, some of the misconceptions that people have about inventing and about innovating. And number one I would say is that inventing is easy and it’s fun. Lots of people have this image that inventing is a bunch of people sitting in an empty conference room with Nerf guns kicking their feet up going, hey dude, you know, let’s do some inventing for a while. Oh, how about like Internet-based watches that beep when you use your credit card or something. Ah, dude, that’s cool. Okay. Yea well let’s go home now. That is not inventing. That’s just goofing. Inventing is incredibly hard. Coming up with ideas is easy. Coming up with good ideas is unbelievably hard. And at Walker Digital we spend a tremendous amount of time reading for example. If you are going to invent in the casino area, and we have lots of patents in the casino area, that’s because we read every book on games and gambling. Everything. I’ve read more than one hundred and fifty books on games and gambling, using software, going to conferences, talking to experts, participating in the games. You’ve got to really infuse this into your head, load up to your head, and then when you get into a brainstorming session, you are much more productive, and lightning starts striking multiple times when your mind is prepared like that. But it is hard work. You have to spend sixteen hours a day reading to become a good inventor. It’s not just kicking back and shooting Nerf toys around. It’s a lot of hard work. But that’s why there isn’t a whole lot of innovation. When I started this conversation, I asked what the biggest innovation in 1999 was, and really no one came up with something quickly. That’s because innovation is very hard. If it were easy, there would be lots of innovation around. It’s incredibly hard.
Source: http://www.eclips.cornell.edu/themes.do?id=526&clipID=1039&tab=TabClipPage
Source: eclips.cornell.edu
What Motivates Us?
- AUTONOMY
- MASTERY
- PURPOSE
Source: Royal Society for the encouragement of Arts, Manufactures and Commerce (RSA).
For over 250 years the RSA has been a cradle of enlightenment thinking and a force for social progress. Our approach is multi-disciplinary, politically independent and combines cutting edge research and policy development with practical action.
From the http://cognitivemedia.co.uk/wp/ blog.
I guess it was pick up day. I counted 20 dead trees in one street. Could anybody come up with an idea to preserve these trees do they can be resold next year? Stupid? (Taken with instagram)
