January 11, 2013
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…success can breed failure by hindering learning at both the individual and the organizational level. We all know that learning from failure is one of the most important capacities for people and companies to develop. Yet surprisingly, learning from success can present even greater challenges…
The first is the inclination to make what psychologists call fundamental attribution errors. When we succeed, we’re likely to conclude that our talents and our current model or strategy are the reasons. We also give short shrift to the part that environmental factors and random events may have played.
The second impediment is overconfidence bias: Success increases our self-assurance. Faith in ourselves is a good thing, of course, but too much of it can make us believe we don’t need to change anything.
The third impediment is the failure-to-ask-why syndrome—the tendency not to investigate the causes of good performance systematically…
via Why Leaders Don’t Learn from Success – Harvard Business Review. (Free registration required to view the full article).
March 27, 2012
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Teams can be highly effective even when members have never met in person. In fact, virtual teams can actually outperform traditional co-located groups. An extensive study of 80 software development teams with programmers from the United States, South America, Europe, and Asia proved that virtual teams can lead to increased efficiency and better business results, but only if they are managed to maximize the potential benefits while minimizing the disadvantages….
But here’s the rub. Dispersed teams can outperform co-located ones only if — and this is a big “if” — they are managed properly. Here are a few guidelines…
via Virtual Teams Can Outperform Traditional Teams – Keith Ferrazzi – Harvard Business Review.