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Here’s an an idea for a formula for figuring out how much innovation an organization will do. I never know how good math is for this kind of thing, but it adds structure to programming an organization to be innovative, rather than career advancement seeking:
In organizations, the competing forces can be described as “stake in outcome” versus “perks of rank.” When employees feel they have more to gain from the group’s collective output, that’s where they invest their energy. When they feel their greatest rewards come from moving up the corporate ladder, they stop taking chances on risky new ideas whose failure could harm their careers.
Also, getting people to do new things by manipulating their desire to try new “tricks”:
Companies usually invest in training employees with the goal of better products or higher sales. Send a device designer to a technical workshop, and you’ll probably get better pacemakers. Send a salesperson to a speaking coach, and his pitch delivery might improve. But there’s another benefit: A designer who has learned new techniques will want to practice them. Training encourages employees to spend more time on projects, which reduces time spent on lobbying and networking.
A recent survey of IT pros found that Skype for Business is the most popular workplace collaboration app, beating out competitors like Slack and Google Hangouts.
Just as it is easy to misinterpret the reason for an icebreaker activity, it’s easy to mistake certain social customs of Americans that might suggest strong personal connections where none are intended. For example, Americans are more likely than those from many cultures to smile at strangers and to engage in personal discussions with people they hardly know. Others may interpret this “friendliness” as an offer of friendship. Later, when the Americans don’t follow through on their unintended offer, those other cultures often accuse them of being “fake” or “hypocritical.”
…[a] Russian saying “If we pass a stranger on the street who is smiling, we know with certainty that that person is crazy . . . or else American.”
From The Culture Map
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There is an old-timey model in which the key elements of banking are, like, having a local branch, looking customers in the eye and giving them a hearty handshake, knowing their parents, etc. But in modern banking the importance of having a website and a payments app and, uh, “keeping track of customer deposits” is relatively higher, and the handshaking is relatively less important. For big banks, this means that they are increasingly and self-consciously becoming tech companies, building apps and hiring developers and blathering about blockchain. For small banks, it means that they are increasingly and unhappily becoming franchises of tech companies.
In 2017 basic needs such as housing, healthcare, food and energy accounted for 41 percent of household spending, compared to 36 percent in 2008. Housing and maintenance in particular became a relatively larger cost item, increasing from 19.5 percent in 2008 to 23.7 percent in 2017. Healthcare accounted for 3.8 percent of household spending in 2017, compared to 3.1 percent in 2008. Households also spent a larger portion of their income on food and non-alcoholic beverage, increasing from 10.1 percent to 10.8 percent. According to ING, this is due to faster than average price increases.
Rijsttafels strive to feature an array of not only flavors and colors and degrees of spiciness but also textures, an aspect that is not commonly discussed in Western food. Such textures may include crispy, chewy, slippery, soft, hard, velvety, gelatinous, and runny.