Chapter
6 - Connect People and Cascade Excellence: Using Social Bonds to Spread the
Right Mindset
"Ignorance,
mediocrity, and mistakes run rampant when organizations fail to link the right
people to the right information at the right time. This is true even when
everyone involved has the best of intentions and even when someone somewhere
knows exactly what to do (but no one has figured out how to get the information
to those who need it)" p. 174
"...scaling
hinges on discovering (or creating) pockets of excellence and connecting the
people who have it and their ideas and expertise to others." p. 175
"...some
leaders believe - or pretend to believe - that just by spreading a thin coat of
something good, deep pockets of excellence will somehow magically form.
but the connect-and-cascade process doesn't work that way." p. 182
"Scaling
is sometimes led by teams that have limited skill or experience with what they
spread - and sometimes on one in their network is very adept at it either.
Yet, as the scaling team nd the groups and units that hey help gain more
experience, true excellence can emerge." p. 182
"Studies
of persuasion and social networks suggest that starting with a diverse group
proels scaling for other reasons. Such breadth means that a team is
linked to more 'nodes' in the organizations's network" to the varied
departments, locations, functions, and levels of the pecking order where each
member is stationed, as well as to their numerous (and often nonoverlapping)
informal friendships, groups, and affiliations." p.. 183
"Scaling
stalls when you start with a bunch of clones. Early on, you need a team
with different, largely nonoverlapping, connections so that when they flock
back together with others like them they will influence more parts of the
network." p. 185
"Over
80 percent of women who own businesses in the United States were Girl Scouts,
as were nearly 60 percent of current female U.S. congressional representatives
and 70 percent of female senators. Almost every female U.S. astronaut who
has flown in space was a Girl Scout, as were all three U.S. female secretaries
of state, and all five female governors of U.S. states in 2013." p.
192
"Scaling
doesn't succeed until the networks you build are buzzing with constructive
actions that reflect and reinforce the goodness that you aim to spread.
In this spirit, we offer seven tools for 'making nets work.'" p.198
1.
The Top-Down Approach
"Hierarchies
come in handy for creating a domino chain reaction that starts from the top and
cascades down the pecking order." p. 199
2.
Broadcast Your Message Out to One and All
3.
Surround Them: Have the Many Teach the Few
"One
of the most effective - jif inefficient - ways to spread new behaviors and
beliefs is to take one person, or a small team, and embed them among large
numbers of people who already eat, live and breathe the mindset that you want
them to embrace." p. ,
4.
One on One: The Power of Pairs
"Pairings are
also critical for spreading change: not just for teaching new ideas and skills
but also for persuading others to support and smooth implementation. A
key challenge in using this approach is figuring who is best paired with
whom." p. 202,203
5.
From the Few to the Many
"This
is the classic scaling strategy: a group of determined people bands
together and labors to slowly spread their mindset, and associated actions
and skills, throughout an organization or other network." p .204
"...successful
scaling depends on never forgetting that you are fighting a groud war raterh
than an air war. The few must use their grit and skill to teach and
convert others, who, in turn, start the domino chain of goodness in
motion." p. 205
6.
Brokers: Bridging Disconnected Islands
"When
a pocket of people have got something good, but no path connects them and their
knowledge to others who need it, excellence can't spread."
"This is where people and groups called 'brokers'
or 'knowledge brokers' come in - they become bridges between otherwise
disconnected people groups, or organizations." p. 206
7.
Create Crossroads Where People Connect
"When
it comes to scaling excellence in and across organizations, bazaarlike settings
enable people to build new connections and strengthen old ones - largely
through one-on-one interactions." p. 210
Create
a Common Heartbeat
"Recent
studies show that when people share rhythms with others they develop stronger
emotional bonds and are more likely to pitch in for the common good." p.
212
"The
key lesson is that scaling is propelled by leaders who think and act like
'connectors.' A big part of this role involves exposing or creating links that
ought to be made for the greater good. Many
scaling veterans are adept at asking questions that reveal missing or
weak links, which sets the stage for building stronger networks."
p.215
"'confirmation,'
the tendency to trust remember, and act only on information that supports what
you already believe. Confirmation bias is fueled when they reward
subordinates and peers who flatter them, skew the data to confirm their views,
screen out messengers and messages that deliver news they don't want to hear -
and ridicule and punish people who present them with uncomfortable truths they
don't want to accept." p.218
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