A Quote by John P. Kotter
The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people.
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The issue Fodor writes about is central to the psychology of perception, cognition, and action. It is the central issue for anyone who would seriously study the neurobiology of behavior: Is the mind organized horizontally or vertically or both, and what are the consequences to psychology of proceeding on one assumption or the other? This has been little analyzed and written about. Jerry Fodor has repaired that omission and had done it brilliantly.
My rational emotive behavior therapy (REBT) was one of the very few therapies that was originated partly or largely because I wanted to be brief and efficient. And therefore right from the start I was active and directive. I tried to show people some central masturbatory core to their philosophy and to get them to work at changing it cognitively, emotionally and behaviorally.
What I find in a creative company is while there is a desire to build a management foundation that can feel clear and consistent, the unique product we're in Illumination Entertainment making doesn't always allow for that. So rather than following management strategy that talks about building your structure and then staffing that structure, I tend to build the structure around the strengths of the individual people we have.
It is always easier - and usually far more effective - to focus on changing your behavior than on changing the behavior of others.
Anger management (which is a part of both public displays of rage and spouse abuse) is about changing a person's internal reactions to events (how they see their behavior) by changing the support environment for the behavior (making them see the behavior is wrong).
In the workplace, we're taught to worry about what happens if we don't have full, complete knowledge of every detail. But if you create a culture and an environment that rewards people for taking risks, even if they don't succeed, you can start changing behavior.
Strategy is not a lengthy action plan. It is the evolution of a central idea through continually changing circumstances.
I think we really need a movement to drive how popular culture understands the issues that feminists care about. When I think about the LGBT movement for example, they have had a really intentional strategy to try to change images and representation of LGBT people in the media and the culture. It really moved the dial politically. That's what is needed in the women's movement - a strategy that can drive awareness and culture change.
It's like a 'chicken or the egg' thing. We're all part of the culture. We're reflecting it; we're changing it. So, yeah, I think culture is always changing.
The most successful cultural diplomacy strategy integrates people-to-people or arts/culture/media-to-people interactions into the basic business of diplomacy. The programs in Afghanistan, Egypt, and Iran all contribute to core goals of U.S. policy in those countries.
No matter how calmly you try to referee, parenting will eventually produce bizarre behavior, and I'm not talking about the kids. Their behavior is always normal.
The study of foodways - the intersection of food and culture - addresses a central issue in the humanities: how we connect the great dramas of history with the lives of ordinary people.
Ego is a structure that is erected by a neurotic individual who is a member of a neurotic culture against the facts of the matter. And culture, which we put on like an overcoat, is the collectivized consensus about what sort of neurotic behaviors are acceptable.
Strategy is a system of makeshifts. Is is more than a science. It is bringing knowledge to bear on practical life, the further elaboration of an original guiding idea under constantly changing circumstances. It is the art of acting under the pressure of the most demanding conditions...That is why general principles, rules derived from them, and systems based on these rules cannot possibly have any value for strategy.
I have been a systems engineer, systems administrator, a senior adviser for the Central Intelligence Agency, a solutions consultant and a telecommunications information systems officer.
I don't feel any pressure to joke about #MeToo - in fact, I'd say you shouldn't, because it's a great movement that is exposing some really awful behavior and hopefully changing the culture.
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