Humanize: How People-Centric Organizations Succeed in a Social World I
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Overview of Humanize Chapter 9:
How to Be Courageous
This worksheet assumes you’ve read the book, and it is probably a goodidea to reread
Chapter 9: How to Be Courageous
, beore you begin.
Courageous organizations embrace a culture o learning.
They go beyond reactive learning and take time to explore issues deeply and challenge assumptions.
They have disciplined conversations that dig into learning.
They have a deep respect or data and mine it careully, but they don’t obsess over the data or expect data toprovide the answers in an oversimplifed way.
They don’t run away rom ailure because they know that’s where the learning is.
They document the learning as it happens, and they admit their mistakes.
They know learning and change go hand in hand.
Courageous organizations have internal structures and processes thatencourage and reward experimentation.
They commit to experimentation because they value both learning and innovation.
They alter structures where possible to support innovation, whether it is giving more time, changing jobdescriptions, or enorcing constraints.
They use measurement to draw attention to experimentation, and they ensure that the learning getsmeasured throughout the length o the experiment, not just results at the end.
They intentionally create “sandboxes” where people are ree to experiment.
They extend experimentation outside the walls o the organization, such as through open innovation projects.
In courageous organizations, individual behavior is marked by the drivetoward personal development.
Today’s complex world needs individuals who develop their thinking throughout their whole lives.
Skills and knowledge are necessary, but not sufcient; leaders at every level o the organization need tohandle advanced levels o complexity.
The line between personal growth and proessional growth is blurred.
Courageous organizations give people the time to work on their personal development