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Appendix B: Feasibility Study Template

Hass, Kathleen B. Berrett-Koehler Publishers ePub

Feasibility Study

For

[Project Name]

Prepared by:

Date:

Version:

Document Control

Approvals

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chapter 2 Team Instinct

Robbins, Harvey Berrett-Koehler Publishers ePub

You can take the view that the human race is made up entirely of individual loners, each of us making our way by ourselves, all alone in the world.

We dont.

For the most part, we are social creatures. We not only like one anothers company, we seek one another out in one situation after another. Deep down, we need this interaction, just as we need air, water, and life insurance.

This urge to connect with others is not absolutely universal. There are a few of us, scattered about, who display a lot less need for interaction than the rest of us do. And psychologists and anthropologists have indicated that a dimension of the human psyche does crave solitariness. Some people experience more of this than others.

But most of us thrive on the company of others, and few of us need more than a few hours a week all to ourselves.

We seek from the teams we belong to the same things we seek from other dimensions of life. These are the three As:

In teams we also get:

Truth is, despite that particle of us that craves isolation, our sense of ourself withers without contact with others. This is not a platitude; it has been proven many times, throughout history. The process of denying someone access to others—isolation, banishment, banning, scapegoating—has been used for centuries in many cultures as a means of punishment.

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43 What the Boss Needs to Hear

Arneson, Steve Berrett-Koehler Publishers ePub

Provide Feedback Up the Ladder

LET’S SAY YOU’RE SAILING along in your leadership role. Your team is knocking the ball out of the park, you’re influencing major decisions across the organization, and you’re about to launch a new product that will dramatically increase revenue. In short, things couldn’t be better. Oh, and you’re also happy with your development; you can feel yourself becoming more confident as you add new dimensions to your leadership toolkit. Everything’s good, right? Well, except one little thing: your boss. Somehow your boss, who was an absolute rock of stability, has gone off the rails. Over the last several months, your boss has gone from being a trusted advisor to the CEO to teetering on the brink of irrelevance—which is so not good for you. What happened? And more important, what are you going to do about it?

There is no more important relationship at work than the one you have with your boss. Like two guide wires securing a footbridge, there are two main pillars of strength you need from your direct manager. The first is your boss’s own reputation in the organization. When your boss is seen as ineffective, unreliable, or not living the values, that’s a problem for your boss, of course, but also for you. If you’ve ever worked for a boss who was out of favor, you know exactly what I mean. Unless you’re incredibly talented and insulated somehow (usually because you’ve found other sponsors), you’re going to get a little paint on you from this broad brush. Your entire department starts to lose influence; you begin to get fewer resources; senior leaders start to question everything; and so on. The second guide wire, of course, is your manager’s relationship with you. How well do you work together? Does your manager trust you, giving you the latitude to make a few mistakes? Does your boss back you up with senior management? Does he or she like your ideas, have faith in your judgment, and ask for your opinion before making a decision? To have a great relationship with your boss is ideal, especially as a leader. There’s nothing better than knowing your boss has got your back, freeing you up to make things happen with your team. But now your boss is in trouble. What do you do?

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CHAPTER 7: repetition

Kador, John Berrett-Koehler Publishers ePub

The fifth dimension of apology—repetition—provides a measure of reassurance to the victim that the offender will not repeat the offense. This is the step that many otherwise thoughtful apologies omit. But through that omission otherwise good apologies suffer, because all victims may have a conscious or unconscious barrier to accepting an apology. For many, the thought of being revictimized is almost unbearably humiliating. The fear that we may be ensnared a second time by the same person prevents many of us from accepting an apology. This fear breeds a suspicion that is a major barrier to moving forward. (That’s too bad, because, as I will show later, accepting an apology does not necessarily mean that we trust the offender. It just means that we acknowledge that the offender has offered an apology reasonably complete in form and substance.)

The most effective apologies include a statement that the offense will not be repeated. A particularly effective phrase is a variant of, “I promise it will never happen again.” By the way, it is often effective to end the apology with such a commitment. Communication theory suggests that people remember best what they hear last.

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Chapter 5 Compassion and the Cycles of Human Civilization: Will We Get It Right This Time?

Regier, Nate Berrett-Koehler Publishers ePub

As I mentioned in the introduction, I was on a plane with my wife, Julie, heading to Cost Rica for an early 20th wedding anniversary. I was reading the book, Deep Truth: Igniting the Memory of Our Origin, History, Destiny, and Fate, by Gregg Braden.1 My brother introduced me to this book, and I remember being turned off by the title. I tend to reject anything that claims to be absolute. At the same time, I found the title compelling. So I began reading.

I should warn you that this chapter is simultaneously a philosophical and analytical detour from the rest of the book, and the central theoretical core of Next Element’s compassionate accountability model. I debated on whether to include this chapter, make it an appendix, or cut out all the theory and philosophy and simply introduce the Cycle of Compassion as the next tool for the field guide. Eventually, I decided to keep it all in because I want readers who are curious to have the opportunity to discover the step by step evolution of this model. Also, this it the first time I’ve put down in writing the origins of the Cycle of Compassion and it’s important to me that it is recorded.

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