Podcast appearances and mentions of Peter Block

"There is much unneeded suffering in the world and in our institutional life, much of it caused by our desire to have our own way or to adapt to what we don't believe in. Collaboration with the enemy is one form of the politics we have been waiting for: a reachable way for power, love, and neighborliness to reshape our collective lives." - Peter BlockAdam Kahane's book: https://reospartners.com/resource-library/collaborating-with-the-enemyDonate to the Palestinian Children's Relief Fund: www.pcrf.netGET AN OCCASIONAL PERSONAL EMAIL FROM ME: www.makeyourdamnbedpodcast.comTUNE IN ON INSTAGRAM FOR COOL CONTENT: www.instagram.com/mydbpodcastOR BE A REAL GEM + TUNE IN ON PATREON: www.patreon.com/MYDBpodcastOR WATCH ON YOUTUBE: www.youtube.com/juliemerica The opinions expressed by Julie Merica and Make Your Damn Bed Podcast are intended for entertainment purposes only. Make Your Damn Bed podcast is not intended or implied to be a substitute for professional medical advice, diagnosis or treatment. Get bonus content on PatreonSupport this show http://supporter.acast.com/make-your-damn-bed. Hosted on Acast. See acast.com/privacy for more information.

A dare il la all'intervista è la passione per un libro, che accomuna me e l'ospite di questa puntata.  Il libro “incriminato” si intitola Community. La struttura dell'appartenenza, di Peter Block. Metto senza esitazione questo libro tra i più belli letti di recente. Anzi, lo metto tra i più potenti. Per la sua capacità di proporre un approccio tutto sommato semplice da afferrare ma non altrettanto da attuare. Un approccio capace di innescare grandi trasformazioni.  Il tema è tanto affascinante quanto complesso: come creare appartenenza. Ovvero come creare (vere) comunità. Un tema che percorre tutto il nostro vivere sociale, lavoro compreso. Nelle comunità che abitiamo la domanda “come creiamo appartenenza?” è di un'attualità bruciante.  Si parla molto anche di leadership, ovviamente. E Andrea, oltre ad aver letto e amato questo libro, fa una cosa più interessante: lo trasforma in azione. Facendo uno tra i lavori più belli, complessi e generativi che si possano fare: attiva e potenzia comunità. Una in particolare, a dire il vero.  Dopo 20 anni nel settore industriale lavorando sui temi dell'innovazione e della ricerca e sviluppo (R&D) oggi è infatti segretario generale di FiemmePER, una fondazione con base in una delle più belle valli del Trentino dove si occupa di sviluppo di comunità.  Come? Ve lo raccontiamo in questa puntata!  FOLLOW MELinkedIn: www.linkedin.com/in/robertofiorettoIG: www.instagram.com/leadereticiwww.counselingpost.it

Cheryl Esposito welcomes Peter Block award winning author, thought leader, and consultant to corporate, government, and community organizations in the realm of empowerment, stewardship, chosen accountability, & the reconciliation of community. Peter's many books include The Answer to How Is Yes: Acting on What Matters, an Independent Book Publisher Business Breakthrough Book of the Year; and, Community: The Structure of Belonging. Peter suggests that our major challenge in moving toward a relevant future is to focus on what we can create, rather than what problems we can solve. Instead, he observes, Nothing new gets created by better problem solving or by focusing on low-hanging fruit. No matter how sophisticated we are as a learning organization, if our conversations are limited to measurable outcomes, we are simply getting better at a system, not creating a new future.” Want to know how to do this? Just say yes and join Cheryl & Peter in the conversation!

In this episode, Ed and Ron will delve into the profound insights from Peter Block's book The Answer to How is Yes, especially his How? vs. What Matters questions. We'll explore these six pivotal questions that Block argues keep us trapped in our current way of thinking and prevent us from embracing true change. These questions, often disguised as practical concerns, subtly hinder our ability to innovate, take risks, and transform both ourselves and the world around us. Join us as we unpack the deeper meaning behind each question and discuss how shifting our mindset can open up new possibilities for leadership, creativity, and personal growth.

Today's episode is a result of pondering some of the conversations that I've been observing both in person and online. It seems there are so many opportunities people are choosing to be upset, and consequently choosing to cancel things and people these days. What kind of community is built when people choose to stay in their own silos and echo chambers? Compare that to opportunities to build true community (using Peter Block's definition from his book Community: The Structure of Belonging) when we not only feel we belong, but also feel a sense of ownership in what we're building. I refer, yet again, to The 15 Commitments of Conscious Leadership and the simplicity of working to stay conscious: Open, Curious, and Committed to Learning as we observe what's happening around us. Wonder, Ponder, and Share your observations. Check out the Enlightened Leadership Lab if you're looking for a place to belong.

Cheryl Esposito welcomes Peter Block award winning author, thought leader, and consultant to corporate, government, and community organizations in the realm of empowerment, stewardship, chosen accountability, & the reconciliation of community. Peter's many books include The Answer to How Is Yes: Acting on What Matters, an Independent Book Publisher Business Breakthrough Book of the Year; and, Community: The Structure of Belonging. Peter suggests that our major challenge in moving toward a relevant future is to focus on what we can create, rather than what problems we can solve. Instead, he observes, Nothing new gets created by better problem solving or by focusing on low-hanging fruit. No matter how sophisticated we are as a learning organization, if our conversations are limited to measurable outcomes, we are simply getting better at a system, not creating a new future.” Want to know how to do this? Just say yes and join Cheryl & Peter in the conversation!

Steven Rinella talks with Larry Ramsell, Ryan Callaghan, Chester Floyd, Brody Henderson, Seth Morris, Phil Taylor, and Corinne Schneider.  Topics discussed: Books by the reel musky expert; the man at the end of the line; if we didn't have catch and release for muskies, we'd have fried them all; all muskies all the time; two different species?; the best way to handle a musky; the world record wars; contextualizing and challenging the "musky manifesto"; photometry; how live sonar can educate; standing against spearing and catching through the ice; tiger muskies; and more.  Outro song "Fishing Lures" by Peter Block. Connect with Steve and The MeatEater Podcast Network Steve on Instagram and Twitter MeatEater on Instagram, Facebook, Twitter, and YoutubeSee omnystudio.com/listener for privacy information.

Bonni Stachowiak: Teaching in Higher Ed Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide. Question from Qasim Qasim asked our thoughts on how to break the busy cycle and actually get started with something important. Aruj wondered how to handle a tricky situation where colleagues are gossiping lots in the office. Alice has three great opportunities in front of her was curious our advice on how to decide between them. Resources Mentioned How to Decide by Annie Duke Related Episodes How to Start a Conversation With Anyone, with Mark Sieverkropp (episode 177) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) The Way to Make Better Decisions, with Annie Duke (episode 499) The Power of Unlearning Silence, with Elaine Lin Hering (episode 678) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

The Common Good podcast is a conversation about the significance of place, eliminating economic isolation and structures of belonging.  Brad Wise is the host for this episode. He was a Common Good Collective Fellowship participant and he runs an organization called Wolf House Fables. Today's episode is a live conversation, hosted by Bobby Slattery at Fifty West Brewing Company in Cincinnati, between Ari Weinzweig and Peter Block. They talked about Ari's new pamphlet A Revolution of Dignity in the Twenty-First Century Workplace. Ari is the CEO and co-founding partner of Zingerman's Community of Businesses. Ari's unique leadership approach earned him the distinction as one of “The World's 10 Top CEOs (They Lead in a Totally Unique Way)”, and he has written numerous books, including A Lapsed Anarchist's Approach to Building a Great Business and A Lapsed Anarchist's Approach to the Power of Beliefs in Business.Six Elements of Dignity:Honor the essential humanity of everyone we work with.Be authentic in all our interactions (without acting out).Make sure everyone has a meaningful say.Begin every interaction with positive beliefs.Commit to helping everyone get to greatness.Create an effective application of equity.More information on the self-fulfilling belief cycle can be found here.This episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

On this episode of Go Help Yourself, we cover a mammoth topic: The Enneagram. Joining us is Enneagram expert and Executive Coach Matt Auron.As a coach and thought-partner for founders and CEOs, Matt combines his 20-year career as an executive, facilitator and investor with a passion for supporting leaders of Evolutionary Businesses. Matt co-founded Evolution to partner with companies to fulfill their purpose as iconic, world-enriching entities, and currently serves as Managing Director. He has worked with Slack, Snapchat, Notion, Radiology Partners, Coursera, CrossCut Ventures, NVA, Glassdoor, Scopely, Density, Winc, and Kleiner Perkins, among many others.Matt has been trained and mentored by luminaries in the field of organization development such as Peter Block, Chris Worley and Edie and Charles Seashore and continually learns and integrates current thinking into his coaching practice such as neuro-leadership and mindfulness. As an author, Matt has published articles in both academic, peer-reviewed journals as well as trade magazines such as Training and Development. He holds a Master's degree in Organization Development from Pepperdine University where his thesis research was focused on building trust in teams.If you'd like to work with Matt or Evolution, you can contact them here or learn more at evolution.team. Mention Go Help Yourself for a 10% discount on all services. You can learn more about The Enneagram at The Enneagram Institute.If you like what you're hearing, send this episode to a friend or leave a review.xoAdvertising Inquiries: https://redcircle.com/brands

The Common Good podcast is a conversation about the significance of place, eliminating economic isolation and structures of belonging.  For this episode, we're returning to the the Abundant Community Conversation from October 26 where Amy Howton speaks with Parker Palmer and Peter Block. Checkout the first part of the conversation here. This event was produced in partnership with Designed Learning, Abundant Community, Faith Matters Network and Common Change. These conversations happen on Zoom and they always contain poetry, small groups and an exploration of a particular theme.The recited poem: Everything Falls Away by Parker PalmerCredit to Portraits in Faith for picture of ParkerResources Referenced:Stand in the Tragic GapPockets of Possibility in Thirteen Ways of Looking at CommunityQuotation from Let Your Life Speak: Listening for the Voice of Vocation - “Our strongest gifts are usually those we are barely aware of possessing. They are a part of our God-given nature, with us from the moment we drew first breath, and we are no more conscious of having them them than we are of breathing."This episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

In this episode we talk all about psychological safety – the misconceptions, what it actually means in practice, what we can learn about it through an equity lens, and how we can design organisational structures that support it (like decision-making protocols). We also talk about how August does onboarding and creates an adult learning environment through feedback, peer reviews and the role of a ‘Development Advocate', plus how they relate to the ‘new ways of working' movement right now. Tirzah and Mike are teammates at August Public Inc., an organisation and leadership development and change management firm. Tirzah leads August's Equity & Inclusion practice and Mike is a Founding Partner. Resources: Download the August white paper ‘Looking at Psychological Safety Through an Equity Lens' Learn more about August and their other insights via their website Related Leadermorphosis podcast episodes: Ep. 45 with Prof. Amy Edmondson Ep. 41 with Michael Y. Lee about the interpersonal risks research (safe spaces and interaction scripts) Michael Y. Lee's research paper ‘Fostering Positive Relational Dynamics in Teams: The Power of Spaces and Interaction Scripts' (Academy of Management Journal, 2020) Book: ‘Confronting our Freedom: Leading a Culture of Chosen Accountability and Belonging' by Peter Block and Peter Koestenbaum  

Join us this week with special guest Peter Block, author of many books including Abundant Community and Activating the Common Good. We'll be talking about community from the perspective of Relational Activism. Relational activism is about ways of being together that produce accountability and action.

My guest today is James Rutter, Chief Creative Officer at COOK, the pioneering frozen food company, where he oversees internal and external branding and communications. COOK is a founding UK B Corp, committed to using its business as a force for good in society, and has been ranked in the top 100 Best Companies To Work For every year since 2013. COOK's award-winning frozen meals and puddings (which are desserts, btw) are made by hand in Kent and Somerset, and sold from 98 of its own shops nationwide, in 950 concessions and through its own home delivery service. James joined COOK in 2010 after 15 years as a financial journalist and editor, and he speaks and writes regularly about purpose-driven business and brands. You should really follow him on LinkedIn! James and I talk about the glory that is a proper Fish Pie, and about citizenship and participation. James' leadership philosophy for his internal team is grounded in a sense of play and a recognition of community. He shares some of his favorite insights from Peter Block's book, "Community: The Structure of Belonging" and the deep value he's found in working with Jon Alexander on Citizenship and Participation. Jon Alexander is the author of the bestselling book, "Citizens." James references Jon Alexander's Participation Premium Equation in the opening quote. There is so much goodness in this episode! At Minute 27 James shares his community and transformation insights from Peter Block, including the essential idea that a small group, a community, is the fundamental unit of change, especially when that group is grounded in possibility. He also goes to share the impact that Block's ideas of Inversion have had on him: As James says, summarizing Block: “It's not the performer who creates the performance, but the audience… And again, in a conversation sense… it's the listener who creates the conversation whereas we often think it's the speaker who creates the conversation… it's the child who creates the parent, not the parent who creates… this is (not) some kind of answer, but… a thought to play with. What if that's the way it works? How would you approach it differently? If the audience creates the performance, then how are you seeking to bring the audience into it? How are you giving them the power?” At Minute 42 we discuss the importance of Connection over content:  “...you've got to seek to build the human bonds first before you seek to do whatever the worky thing is you want to do.” In essence, we are marinating in Danny Meyer's ideas of an Employee-First workplace, which is why we talk, at the end of the episode, about how Happy Cooks make Happy Food, referencing an earlier conversation we had.  And James insisted on talking about my Mom being on the Mike Douglas show with John Lennon, Yoko Ono and Chuck Berry in 1972, hosting a historical cooking segment -  this episode is famous because it's the first time John and Chuck met and Played together. You can see A Tiny Video Clip of my mom on TV here (most of them seem to get pulled down). At a crucial moment in the cooking segment, my mother, just 22 and not actually my mother yet (or anyone's!) realized that the studio band was playing chaotic music, and that everyone was in a chaotic space, and she announced that unless we had a calm, peaceful environment, the food would taste chaotic - our intention and our energy would flow into the food. The Host, Mike Douglas, asked the band to play something quieter and more mellow, and John Lennon, assigned to cut cabbage, began reciting the mantra he wanted to suffuse the food: “Rock n Roll…Rock n Roll…Rock n Roll” What do YOU want to suffuse your work with? Head over to theconversationfactory.com/listen for full episode transcripts, links, show notes  and more key quotes and ideas. You can also head over there and become a monthly supporter of the show for as little as $8 a month. You'll get complimentary access to exclusive workshops and resources that I only share with this circle of facilitators and leaders. Links James Rutter on LinkedIn Fish Pie Recipes! Peter Block on Community: The Structure of Belonging Jon Alexander's book Citizens Jon's Agency Equation: A Proposal Agency = Purpose + Belonging + Power Agency: the ability to shape the context of one's life Purpose: the belief that there is something beyond your immediate self that matters Belonging: the belief that there is a context to which you matter in turn Power: practical access to genuine opportunities to shape that context Exit, Voice, Loyalty: An essential book on people and organizations Finding flourishing and play at work - inspiration in https://www.punchdrunk.com/work/ Quotes no one said: “Teach Them to Yearn for the Vast and Endless Sea” Via quote investigator: https://quoteinvestigator.com/2015/08/25/sea/ Minimum Viable Transformation Matt LeMay on Agile Conversations Happy Cooks make happy food: On Daniel's Mom being on the Mike Douglas show with John Lennon, Yoko Ono and Chuck Berry Hosting a cooking segment: Context and History! Why this episode is famous - it's the first time John and Chuck met and Played together. A Tiny Video Clip of my mom on TV! (most of them seem to get pulled down)

Peter Block is an author, organizational development consultant, and citizen of Cincinnati, Ohio. Among other books, he has written Flawless Consulting, Stewardship, The Answer to How Is Yes, Community, The Abundant Community, and An Other Kingdom. His work has centered around reclaiming our humanity in the relentless modern world. He has a deep belief in the central role that place and our relationship to it plays in our life—our happiness and our health. Peter and show host Neal discuss Peter's career from one of his earliest and most formative sparks of inspiration, as a graduate student thinking about how groups work together. In the conversation, they explore how our spaces and dominate cultural narratives can divide us, and how they can be shifted to bring us together. Peter also shares his approach to designing effective community meetings that bring the public into the process of development in a way that is measured, inclusive, and productive. He also talks about some of the projects and developments that are giving him hope, such as dividend housing and pocket neighborhoods. To learn more about Peter Block's work, visit PeterBlock.com. ———————-At Latitude, we're more than a real estate firm; we're your partner in the transformation of homes, communities, and habitats towards healthy, resilient, and thriving communities. By combining specialized real estate consulting services with a creative agency model, we work with property stewards and developers on capital and fundraising strategies, team formation, branding, marketing, and sales. ---------Are you a professional wanting to create transformational outcomes with your work? Join the Regenerative Real Estate Community to get access to workshops, regenerative real estate investment opportunities, and connect to other leaders and culture creators within the greater real estate industry to create the impact you seek in your work.

Unlock the transformative power of leadership with Bob Anderson, one of the most important thought leaders  in leadership development over the past 25 years..  During this conversation Bob and I journey into the heart of what it means to lead with resilience and self-mastery. This episode is a treasure trove of insights for executives seeking to navigate the often-turbulent waters of modern business with conscious leadership strategies. We delve into Bob's Jesuit education foundation, the innovative Leadership Circle Profile, and the pivotal role personal growth plays in aligning leadership with organizational culture and values.Prepare to shift your perspective on leadership as we dissect the evolution from reactive to creative styles, drawing upon developmental psychology and the wisdom of thinkers like Bob Keegan, Peter Block and Peter Senge, and others. We'll explore the challenges leaders face as they transition toward authenticity, vision, and relational competence, and how universal principles of leadership transcend cultural boundaries. The conversation illuminates the pathway to self-authorship, and how embracing one's full potential can lead to a dramatic transformation in leadership effectiveness.This episode is not just about leaders but the broader impact they have on the world. We'll examine how the business sector can instigate positive global change, the readiness of today's leaders to handle crises, and the challenges of steering organizations towards sustainability. Bob Anderson and I dive into the intersection of spirituality and leadership, showing how these realms can coalesce to foster innovation and reshape organizational culture. Join us as we unravel the capabilities necessary to lead in an era of complexity and change, and how you can apply these insights to achieve a profound transformation within your organization and beyond.For more on Bob, follow the links below:Bob's website: leadershipcircle.com Link to Bob's books:- Mastering Leadership: https://amzn.to/47L8Asq- Scaling Leadership: https://amzn.to/48IxF8x Unfazed Under Fire Podcast - Host: David Craig Utts, The Resilient Leadership Guy

The “Best of 2023” episode features sixteen don't miss moments from HR executives and thought leaders who…So, who can you expect to learn from on this episode? Lisa Buckingham, former Chief People, Place & Brand Officer at Lincoln Financial GroupDave Ulrich, Professor at the Ross School of Business, University of Michigan and a partner at The RBL GroupMatt Breitfelder, Head of Human Capital and Partner at Apollo Global ManagementMiriam Ort, EVP & CHRO at C&S Wholesale Grocers & SymboticSam Hammock, EVP & CHRO at VerizonOla Snow, CHRO, Cardinal HealthAndre' Martin, PhD, Founder of Shift Space and author of “Wrong Fit, Right Fit”Tami Rosen, Chief People Officer at PagayaJay Parker, founder and CEO of Mentorforce Cary Friedman, Global Head of Human Resources at JefferiesMatt Abrahams, a leading expert in communication and author of “Think Faster, Talk Smarter”Mita Mallick, Chief Diversity Officer & Author of “Reimagine Inclusion”Nick Bloom, WFH expert & Professor of Economics at Stanford UniversityAnne Gotte, VP Global Talent, General Mills & Joe Garbus, EVP Global Head of Talent, PVH Corp.Peter Block, author of Flawless Consulting and Partner at Designed LearningChris Scalia, Chief Human Resources Officer, The Hershey Company

Allan McDonald: Truth, Lies, and O-Rings Allan J. McDonald retired as vice president and technical director for advanced technology programs at ATK Thiokol Propulsion in 2001. He was the director of the Space Shuttle Solid Rocket Motor Project at the time of the Challenger accident and, later, vice president of engineering for space operations during the redesign and requalification of the solid rocket motors. Al passed away in 2021. Al was the one person who officially refused to sign off on Challenger's launch on January 28, 1986. His concerns for the launch conditions were ultimately overridden by his boss. He would eventually testify to the Rogers Commission which had major implications for their findings. Later in life, he spoke to audiences all over the world on ethics and decision-making. He's the author with James Hansen of Truth, Lies, and O-Rings: Inside the Space Shuttle Challenger Disaster*. In this conversation, Al shared the details of the conversation between NASA and Morton Thiokol the evening prior to the launch. He also detailed what happened after the accident and his extraordinary decision to interrupt NASA's testimony to the Rogers Commission. He also shared a key message on why it still matters, all these years later. Key Points As director of the solid rocket motor project, Al McDonald refused to sign off on the launch, concerned that launch weather conditions were unsafe. Despite almost perfectly predicting the accident, Al himself was initially unconvinced that the solid rocket motors were the cause, believing the shuttle would have exploded on the pad had that been the case. When it appeared that NASA officials weren't being fully transparent about the events leading up to the accident, Al interrupted their testimony to the Rogers Commission, a move he fully expected would end his career. Al was effectively demoted after his testimony. Congress ultimately intervened with a law that would have ended his organization's government contract, unless they reinstated his prior position. He's the only individual in American history to be restored to his job by an act of Congress. It's your responsibility as a professional to have an opinion and to speak up. Don't assume that other people will always do their job. Resources Mentioned Remembering Allan McDonald: He Refused To Approve Challenger Launch, Exposed Cover-Up by NPR Major Malfunction: Revisiting Challenger by The New York Times Related Episodes How to Deal with Opponents and Adversaries, with Peter Block(episode 328) The Way to Make Better Decisions, with Annie Duke (episode 499) The Way Out of Major Conflict, with Amanda Ripley (episode 529) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

This week I have part 2 of my interview with Glenn Parker, The Positive Influence Guy, Glenn, the only child of two hard-working parents, grew up on the streets of New York City. He played street games like stickball, punchball, 3-box baseball and Johnny-on-the Pony with his buddies. He loved the competitive aspects of sports and the opportunities it provided for leadership. As he got older and taller, he moved on to competitive schoolyard and recreational league basketball. All these experiences came together and evolved when he attended an 8-week summer camp in upstate New York. Glenn especially loved the camp season finale when the entire camp of several hundred youngsters was divided into two teams for a week of Olympic-style competition in all manner of sports from baseball to archery to swimming. At age 15 Glenn was selected to serve as captain of one team where led a group of boys that ranged from five to 15 years of age requiring him to provide leadership in the form of support, motivation and positive influence to a varied group. In high school and later in college, Glenn played varsity sports where he learned the values of hard work, practice and collaboration. The sum total of these experiences helped Glenn learn that when he worked hard --- whether in sports or in the classroom ---- he succeeded. He took those values into his work life. After working for several organizations, Glenn and a colleague started a small business as training and organizational development consultants. The business took Glenn to all parts of the US giving him the opportunity to work with a diverse group of people working in a wide variety of industries and occupations. During this time, he narrowed the focus of the consulting to building effective teams and creating team-based organizations. Glenn always loved to write --- his first article was published while he was still in graduate school --- but it took a while for him to work up the courage and confidence to write a book. With the encouragement of Peter Block, Jossey-Bass published his first book, Team Players and Teamwork in 1990 that went on to be a best-seller. The book included a self-assessment survey which was subsequently published as a separate booklet and went on to sell more than one million copies as the Parker Team Player Survey. Many books and leader guides followed including another best-seller, Cross-Functional Teams: Working with Allies, Enemies and Other Strangers. His most recent book, co-authored with his son, Michael is Positive Influence: The Leader Who Helps People Become Their Best Self (HRD Press, 2020). A graduate of City College of New York with a B.A., Glenn also holds an M.A. from the University of Illinois and has studied for the doctorate at Cornell. He also studied at the University of Oslo. Outside of work Glenn has always been on the front lines of political and social causes as well as charitable issues such as cancer. He is a cancer survivor and long-time volunteer with the American Cancer Society. He co-founded Run for Dad, an annual event that draws some 1,500 people and is designed to raise awareness about the dangers of prostate cancer and funds for cancer research. Glenn and his wife, Judy, live in central New Jersey. They are parents of three grown children and grandparents to six wonderful grandchildren all of whom live nearby. Judy and Glenn share of love of travel having visited numerous places around the world to enjoy art, culture, history and good food. Website www.thepositiveinfluenceleader.com Social Media Links https://www.linkedin.com/in/glennparker/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/sundaylunchpm/message

This week I have part 1 of my interview with Glenn Parker, The Positive Influence Guy, Glenn, the only child of two hard-working parents, grew up on the streets of New York City. He played street games like stickball, punchball, 3-box baseball and Johnny-on-the Pony with his buddies. He loved the competitive aspects of sports and the opportunities it provided for leadership. As he got older and taller, he moved on to competitive schoolyard and recreational league basketball. All these experiences came together and evolved when he attended an 8-week summer camp in upstate New York. Glenn especially loved the camp season finale when the entire camp of several hundred youngsters was divided into two teams for a week of Olympic-style competition in all manner of sports from baseball to archery to swimming. At age 15 Glenn was selected to serve as captain of one team where led a group of boys that ranged from five to 15 years of age requiring him to provide leadership in the form of support, motivation and positive influence to a varied group. In high school and later in college, Glenn played varsity sports where he learned the values of hard work, practice and collaboration. The sum total of these experiences helped Glenn learn that when he worked hard --- whether in sports or in the classroom ---- he succeeded. He took those values into his work life. After working for several organizations, Glenn and a colleague started a small business as training and organizational development consultants. The business took Glenn to all parts of the US giving him the opportunity to work with a diverse group of people working in a wide variety of industries and occupations. During this time, he narrowed the focus of the consulting to building effective teams and creating team-based organizations. Glenn always loved to write --- his first article was published while he was still in graduate school --- but it took a while for him to work up the courage and confidence to write a book. With the encouragement of Peter Block, Jossey-Bass published his first book, Team Players and Teamwork in 1990 that went on to be a best-seller. The book included a self-assessment survey which was subsequently published as a separate booklet and went on to sell more than one million copies as the Parker Team Player Survey. Many books and leader guides followed including another best-seller, Cross-Functional Teams: Working with Allies, Enemies and Other Strangers. His most recent book, co-authored with his son, Michael is Positive Influence: The Leader Who Helps People Become Their Best Self (HRD Press, 2020). A graduate of City College of New York with a B.A., Glenn also holds an M.A. from the University of Illinois and has studied for the doctorate at Cornell. He also studied at the University of Oslo. Outside of work Glenn has always been on the front lines of political and social causes as well as charitable issues such as cancer. He is a cancer survivor and long-time volunteer with the American Cancer Society. He co-founded Run for Dad, an annual event that draws some 1,500 people and is designed to raise awareness about the dangers of prostate cancer and funds for cancer research. Glenn and his wife, Judy, live in central New Jersey. They are parents of three grown children and grandparents to six wonderful grandchildren all of whom live nearby. Judy and Glenn share of love of travel having visited numerous places around the world to enjoy art, culture, history and good food. Website www.thepositiveinfluenceleader.com Social Media Links https://www.linkedin.com/in/glennparker/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/sundaylunchpm/message

Steven Rinella talks with Adam Pankratz, Janis Putelis, Ryan Callaghan, Brody Henderson, Seth Morris, and Phil Taylor. Topics discussed: When the Tough Book laptop shatters the porcelain urinal; when you're an outfitter and a game warden moves in across the street; get your protein and your vaccine at the same time; Chester the Midwester is performing at The MeatEater Live Tour; where's Colorado getting its wolves for relocation; the attempt to ban mountain lion and bobcat hunting in Colorado; when your dad's a vegetarian trapper in Alaska; the snowmobile that said “law enforcement” on it; herbicide; how, “I didn't know I needed a license,” doesn't cut it; how Adam doesn't want to be your referee; getting charged by critters; investigating animal conflicts; when the feds want the state to have management authority; planning hunts to avoid bear areas; otter attacks; humans displacing wildlife; how you shouldn't fight animals without legs; commercial harvest; the illegal “private menu” that might feature bear paw soup; unknowingly committing a crime while talking to a game warden and then getting ticketed; teaching vs. ticketing; entrapment and not trying to make people into poachers; creating good interactions between the public and game wardens; when you see something, say something; 1-800-TIPMONT; turning in poachers for cash or limited draw tags; listener Peter Block's "Fish and Game" outdo song; and more. Connect with Steve and MeatEater Steve on Instagram and Twitter MeatEater on Instagram, Facebook, Twitter, and Youtube Shop MeatEater Merch  See omnystudio.com/listener for privacy information.

The Common Good podcast is a conversation about the significance of place, eliminating economic isolation and structures of belonging.  This episode is a snapshot from the Abundant Community Conversation on October 26 where Amy Howton speaks with Parker Palmer and Peter Block. This event was produced in partnership with Designed Learning, Abundant Community, Faith Matters Network and Common Change. These conversations happen on Zoom and they always contain poetry, small groups and an exploration of a particular theme.The recited poem: Everything Falls Away by Parker PalmerThis episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

How can you build an authentic and trusting relationship with your business leaders? Why is it important that we see our role as helping our leaders live out their own intentions?My guest on this episode is Peter Block, author of Flawless Consulting and Partner at Designed LearningDuring our conversation with Peter and I discuss:Why relationships are the delivery systems of how work gets doneHow decisions are often driven by relationships, emotions, and other factors rather than rational thinking Why he believes the feedback is overratedWhy is critical that HR speaks authentically and addresses what is happening in the momentHow HR leaders can handle resistance and why overcoming it is about uncovering a leader's doubts, not providing more evidenceWhy asking your key stakeholders, “what about our relationship do you find valuable” is one of the most effective ways to builds trustWhy HR needs to stop waiting for a seat at the table and become the tableConnecting with Peter Block Connect with Peter Block on LinkedInLearn more about Peter and his workLearn more about Designed Learning

The next Abundant Community conversation is on October 26 with Parker Palmer, Peter Block and Sushama Austin-Connor. You can register here.You can order Julia's new book, Habitats, here.The Common Good podcast is a conversation about the significance of place, eliminating economic isolation and structures of belonging.   For this episode, I speak with multidisciplinary artist and teacher Julia Orquera Bianco.Julia Orquera Bianco was born in Argentina and lived in Mexico before moving to the United States. She earned a Bachelor of Fine Arts with an emphasis in Drawing and Painting from Universidad del Museo Social Argentino (Buenos Aires, Argentina) in 2012. In 2018 she graduated from the MFA program at Roski School of Art and Design, University of Southern California, Los Angeles. In 2020, Bianco earned a Certificate on Sustainability from University of California, Los Angeles.​ Bianco works through interrogating constructs resulting from Modern Western Culture, collective memory, and the experience of migration and gender. This allows her to speak about an identity constantly being renegotiated and in motion, in deep relation and conversation with the environment. Her explorations use her family legacy of labor as a strategy to connect with worlds that she is foreign to, experiencing them while remembering. She currently teaches at University of Cincinnati, Ohio. Her work has been showcased in Argentina, Canada, Mexico, New Zealand, and the United States.The recited poem was Shared Breath from Julia's new book, Habitats. Order it here.I came out wandering, asking the trees and the singing birds for words to help me understand what it means to be present with others. Water fell from the gray sky in drops, sometimes thick and abundant, sometimes slim and sharp, sometimes tiny and gentle. Birds sang next to each other, asking and answering to their correspondence and inquiries as a whole. All different songs, overall a complex melody that I fail to understand, but that for me blends into a harmony of mystery that hides the clues to my predicament. We feel alone in a world full of others. Our souls touch even when our hands and feet remain distant. The forest is like a family where everyone is essential in its own uniqueness and individuality. There is nothing I have to do except to embrace this generosity. One thing I can offer is the presence of a shared breath for me to extend myself for others to expand for us to grow together. This episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

The Common Good podcast is a conversation about the significance of place, eliminating economic isolation and structures of belonging.  This episode is the Abundant Community Conversation from September 14 where Troy Bronsink speaks with David Brooks and Peter Block about David's new book, How to Know a Person: The Art of Seeing Others Deeply and Being Deeply Seen. This event was produced in partnership with Designed Learning, Faith Matters Network, Abundant Community and Common Change. These conversations happen on Zoom and they always contain poetry, small groups and an exploration of a particular theme.The next conversation is on October 26 with Parker Palmer. You can register here.The recited excerpts came from Reverend Ben McBride's book, Troubling the Water: The Urgent Work of Radical Belonging. You can also check out our previous conversation with Ben here.Peter also has a new book coming out in November that you can pre-order now. It's called Activating the Common Good: Reclaiming Control of Our Collective Well-Being.This episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

The brothers cover a number of things from the Jets being snake bit to the Yankees not making it to the playoffs for the first time since 2016. But the main topic for today's podcast is the concept of Stewardship and serving other's interests at work versus serving your own.  Peter Block's book, Stewardship is the launching pad for the discussion.  Block's depiction of Stewardship is provocative and challenging given the corporate world's focus on individual achievement and advancement.  How can you get a head in the world by ensuring others do as well?

The Common Good podcast is a conversation about the significance of place, eliminating economic isolation and structures of belonging.   For this episode, I speak with Reverend Sushama Austin-Connor, DMin about Faith Matters Network, which envisions communities rooted in wisdom, spiritual practice, & healing. FMN is a womanist-led organization that equips justice leaders and heals the healers. Also, Sushama will be the host for the upcoming series of Abundant Community Conversations with Peter Block, David Brooks, Parker Palmer and many more.The next Abundant Community conversation is on September 14 with David Brooks. You can register here.The recited poem was "Poetry Should Ride the Bus" by Ruth Forman.This episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

In this episode, Bill and Andrew discuss the shades of variation: meeting requirements, accuracy, precision, and precision around variety. Is reducing variation to zero a good thing? Plus, Bill and Andrew share stories that offer practical ways to think about these concepts. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for the day is The Paradigms of Variation. Bill, take it away.   0:00:28.1 Bill Bellows: Ooh.   0:00:28.1 AS: Exciting, exciting.   0:00:33.1 BB: Alright. So let me start off by saying this is episode number eight, and I wanna just make a couple comments about episode number seven, where we talked about "all straw" and "last straw" organizations also otherwise known as "me" or "we" organizations, or red pen or blue pen companies. And I just wanna burst a bubble and say neither one of them, neither organization exists, whether it's all or last or me or we. I view it as a... It's really a matter of which direction your organization is moving, it's a really simple model that I've seen get people to begin to appreciate what Deming's talking about, because I think that contrast is very much like a Deming organization versus a non-Deming organization. But instead of black-and-white thinking, there's really a continuum, and so I think... I just want to say at the beginning, it's really a question of which direction is your organization moving? Another thing I wanna throw out is... I don't think people know, I think absent an understanding of the System of Profound Knowledge, if you're in a last straw organization or a me organization, or a red pen company, I don't think you know that. I think if you become aware of Deming's work, you become aware of what could be. And I liken it to Dr. Deming saying, "How could they learn? How could they learn? The answer is frightening, how could they know?" So I think absent an understanding of The New Economics - Deming's work, I think it's hard to appreciate what you're missing.   0:02:11.4 BB: That you're being blamed for the grade, you're being blamed for the red beads. You're being blamed for the weather, if you're the weatherman. And the other thing that comes in mind there with that, "how could they know" is... There's a great video with Peter Senge, which he did a case with Dr. Deming, and there's a blog I wrote about it on the Deming Institute website if you just search for Peter Senge and my name. And you can find the blog as well as the link to the video. And in there Senge is talking about the present state of education systems and very much in this contrast of industrial and post-industrial, and he says, very much what it comes down to is, he says it's the water. He says, "We don't know what fish talk about, but you can be damn sure it's not the water." And likewise, I think people in a red pen company are not getting together. You and I talking about, "Andrew, this system sucks. I'm being blamed for the red beads," and I don't think we're the wiser. Now, if you turn me on to The New Economics. And we started listening to DemingNEXT and we became aware. But absent that, I think we're both frustrated, but we wouldn't know better. Alright, it's on the topic of variation.   0:03:30.8 AS: It's...   0:03:31.5 BB: Go ahead Andrew, you wanna say something?   0:03:32.4 AS: I was just gonna say that... That's where I think Dr. Deming's making the point of the difference between training and education. Education is the idea of bringing outside ideas into your mind, into your business, as opposed to training, which is trying to upgrade skills. And I had a little story of that when I was a head of research at an investment bank in Thailand. The whole job of a head of research is managing all these analysts who are writing research reports on company A, buy company A, sell company B for our institutional clients. And the job of a head of research is to try to manage that schedule. And you know that analysts are always gonna be interrupted and clients are gonna call, the market's gonna do this. So they're very rarely on time when they say that they're gonna finish something. So you're constantly scrambling for the morning meeting, because on the morning meeting you gotta have a story.   0:04:22.0 AS: And so that was just the job of a head of research. So I did that really well, managing them and, kind of, all that. And then I went to the number one investment bank, the number one broker in Thailand as the head of research. And I asked them, "So how often do you guys miss?" And they said, "Never." I said, "That's impossible." Because I've spent my whole career managing the flow of analysts. They said, "No, we never miss." When an analyst is gonna be on, they're always on. "And how do you do that?" "Well, we do a three-week-ahead schedule, everybody knows that you are held accountable for being that person on that day. And if you find out that you can't do it, you're gonna talk to someone else and rejigger it and say, hey, could you do Friday? And I'll do Monday the next week?" But they never miss. And I just thought, like the water, I never even knew I could go to a different level.   0:05:15.0 BB: Yeah.   0:05:16.8 AS: And then I went to a different level.   0:05:19.8 BB: Yeah, it's...it's the ability to step back. Alright, so on the topic of the paradigms of variation, I wanna throw out four words. Variety, variation, accuracy, and precision. A variety is, there's red beads and white beads, that's variety. There could be, eight different colors, that's variety, sizes of pants 32 waist, 32 length, that, to me that's variety. As opposed to variation is that a 32-inch waist or a gallon of gasoline, every time you go to get the gallon, you get a gallon of gasoline, it might not be exactly a gallon, that's variation. The reason I throw those out to begin with is that Dr. Deming is known in some circles back in the '80s, he was interviewed by somebody at the, I think at the BBC in England and an interview ends with him, with the interviewer saying, "Dr. Deming, if you could condense your philosophy down to a few words, what would it be?" And I thought, he's gonna say... He is just gonna reject that, that "I can't be condensed." No instead of that, he says, "Reduce variation." And I thought, "Oh, no... "   0:06:50.4 BB: So, and there are people alive and well today in the Deming community, who will quote that to me? "You know, Bill, Dr. Deming said, we gotta shrink variation to zero." And I said, "So, is he saying we all ought to be the same size? We ought to be the same skin color? Is he saying that he doesn't like diversity? What does that mean? And same religion?" I mean, you could look at religions as variety, and then you could say within each religion there's variation. So part of what I wanna get at today is what I think is confusion as to what he meant by shrinking variation to zero. So there's variety, variation. Accuracy is that when I get a gallon of gas, is it a gallon, or is it a couple ounces high, a couple ounces low? You go to the gas station, you'll see a sticker on the pump that says that it was calibrated to some standard, when you go to buy a pound of meat, are you getting a pound? Are you getting 15 ounces? And so the National Bureau of Standards is looking at accuracy, are all these things... Is every customer in the United States getting a gallon's worth of milk?   0:08:15.3 BB: Now, so that's accuracy. Precision is the idea that you get the same value each time, so I could go to the scale and it measures exactly a pound, exactly a pound, exactly a pound. But is that pound the same pound as the National Bureau of Standards pound? So I could be. 0:08:37.3 BB: Sorry about that. I could get the same value each time, and that's precision, but that's not to be confused with accuracy, so I just wanna throw those terms out. Relative to shrinking variation to zero, shrinking variation to zero which I, for the record, do not believe in. Dr. Deming would say anyone could accomplish anything if you don't count the cost. I think if you start to look at what is the benefit of having less variation versus the cost of that, then we can get to some point that makes sense economically as in The New Economics. But this idea of driving defects to zero, driving variation to zero without looking at cost.   0:09:24.1 BB: And you can look in The New Economics, we'll come back to this in a future episode. He definitely had in mind that you have to consider the cost, in fact, Dr. Deming would say, anyone could accomplish anything if you don't count the cost. But there's a... What I wanted to reference is a book by Peter Block called 'The Answer to How Is Yes' and what Block talks about is... Could be like, how...we get focused on, we're gonna go off and reduce variation, we're gonna go off and drive variation to zero or non-value added to zero. What Block talks about that I really appreciate, that I think Dr. Deming appreciate is, why? Why did... Let's step back a minute, and so part of what I wanna get at tonight in this paradigms of variation is the 'Why' piece. Okay. So the first example I wanna look at a variation is throwing darts okay? And hopefully that makes sense, you're throwing darts in a dart board and imagine meeting requirements is being on the dart board, so imagine it could be a foot in diameter.   0:10:29.4 BB: And in terms of meeting requirements, you wanna be on the dart board. So I throw it three times, and if you get three that are really close together, they may not be on the bullseye, and that says, I'm very precise, but if the three are not on the bullseye, then that's not very accurate. So again, throwing three and getting really, really consistent is one thing, but then how do I move that to the bullseye? So that's an idea that I could first focus on precision, and then often I find that if I could just slightly adjust my release or my arm, then maybe I could then move it over, so I wanna look at that.   0:11:14.7 AS: And moving over is accuracy or?   0:11:17.5 BB: Moving it over is accuracy.   0:11:19.2 AS: Okay.   0:11:19.5 BB: I mean, so the first thing could be, I'm just looking for three...   0:11:22.5 AS: Get on the board.   0:11:23.6 BB: I wanna be consistent.   0:11:25.9 AS: Yep.   0:11:26.6 BB: And then make the adjustment, 'cause I find often it's easier to make the adjustment, I think it's a lot of work to get consistency. So I just want to separate those out as two different strategies.   0:11:39.2 AS: Yeah, just go to the bar and start throwing darts and you'll see it's a lot of work. Yep that helps, that helps, that helps us to understand it.   0:11:45.9 BB: Alright, so next. Next I wanna talk about what I refer to as the Two Distributions Exercise, and so here's the context. Imagine that you are in the procurement organization, and your job is to make a decision as to who to buy a given product from. So your company goes out and gets quotes from four different suppliers, and they provide you with the information. And for simplicity, let's say what you're buying are these metal tubes and... Short metal tubes perhaps used in plumbing, they're a given length, a given diameter. And imagine these four suppliers come back to you. And again, you're the procurement person, "Who are we gonna buy from?" They come back and they say, they quote you the price, and they quote you exactly the same price. All four of them quote you exactly a dollar each, $10 each. It's like, "Holy cow, they're the same price."   0:12:46.2 BB: Imagine also, they quote the same delivery schedule. So you've got a plumbing supply, you need lots of these, they all tell you they're gonna give you the volume that you need. So I think, "Gosh, volume-wise that's the same, cost-wise, it's the same." Now imagine what they tell you is relative to meeting the diameter, let's say it's the outer diameter is really critical to how these things fit together. And they quote you and say, "All the outer diameters will meet requirements." They're gonna take care of the scrap and they're gonna get rid of the red beads. All the tubes they will send will meet requirements, guaranteed. And you're thinking, "I want that same schedule, same costs, same quality," now what? Well, now imagine they send you the distributions from the control charts and they tell you that these distributions, you're thinking, "Holy cow, these suppliers are using Cisco process control." And they provide you with the histograms, and they say, "These distributions will never change, shape or location." Holy cow.   0:13:49.6 BB: And then added onto that is that you're gonna use them as is. So you're not gonna take them and modify them, you're just gonna bring them into the inventory and send them off to the plumbers to use. So you're saying, "Okay, the process is in control, the level amount of variation, location is predictable, stable, forever. How could I go wrong?" And then the last thing they tell you is, procurement that, "Here's the lower requirement, here's the upper requirement, and here's the ideal value." And so then you end up with two distributions. If I was confusing, I meant to say two, not four [chuckle]   0:14:24.1 BB: Alright, so imagine you've got two suppliers and the one distribution goes from the lower spec to the upper spec. And let's say it's a normal Gaussian distribution and it starts at the low end, goes up, high in the center, then off to the other, and that's supplier A and then imagine the other supplier uses 10% of the variation, but is towards the upper spec so it's far more uniform, but it's off of the ideal value. And so I've been using those two distributions with people as an ideal scenario saying, "You're never gonna have all that information, let alone that's all the same." And very deliberately, what I want people to do is say, if it's the same price, same schedule, zero defects, guaranteed, distributions never change and you're looking at the lower spec, the upper spec, and you're saying, "Okay, so one distribution, it has more variation, but the average is right in the middle, which is the ideal value. And the other one is shifted towards the high end of the tolerance, but incredibly uniform," who do you choose?   0:15:38.3 AS: So it's a tall curve?   0:15:39.4 BB: It's a very tall curve, let's say it uses 10% of the variation, 10% of the tolerance and so I've been using that going on 30 years, and I'll have 30 people in the room and I'll ask them to write down on a three by five card, "Who would you buy from?" And I'll say, "Here are the choices you can buy from the, the one that's the widest, we'll call that supplier A and supplier B is the narrow one to the right, or You could say it doesn't matter." And what I find is incredibly consistent inside and outside of Rocketdyne and literally around the world is the majority of people will take the narrow distribution, to the right will call that supplier B, what I ask them, "Why do you like supplier B?" To a person they will say, "It's more consistent, there's less variation." And I say, "Less variation from what?" "Well, less variation from each other." Well Andrew, that's precision.   0:16:40.9 BB: And then I ask the others, and my find is three quarters of the room will take that distribution, the one which is precise. And for the ones who are focusing on the wider distribution, where the average is on target, I say, "Why do you like that one?" And they say, "Because it has less variation from the ideal value." Alright? And so I wanna throw that out is part of the confusion I find inside and outside of the Deming community, in the world of Six Sigma quality distribution B, using a smaller percent of the tolerance, is, has the higher process capability index. 'Cause what that index is doing is comparing the amount of variation, the width of the variation to the overall tolerance. And the idea that you're using a smaller portion is valued. And I said, "Okay, well that's not quite the same as what Dr. Taguchi is talking about. What Dr. Taguchi is talking about," and this one we'll get into in a later episode, "is the closer you are to the ideal value, what you're doing is affecting how this is used in a greater system, so if I'm at home cutting a piece of wood to a given length and I want it to be closer and closer to the ideal value, then what I'm gaining is making it easier to put that piece of wood, or whatever I'm making, together.   0:18:00.5 BB: And I find that people who preferred distribution B are really confused 'cause in a big way what they're saying is, "I don't care about where I am within, all I care about is using a small portion of the tolerance." And then when I press on that more and more, they say, "Well, I want fewer and fewer defects." I said, "Well, zero defects is guaranteed, so if you really believe in zero defects as the goal, then you should have said it doesn't matter." And so the reason I wanna talk about the paradigms of variation is that one: variation is one of the elements of the System of Profound Knowledge and it's not just the variation in the number of red beads, right?   0:18:58.0 BB: And not to dismiss that the variation of the red beads is caused by the system. But what I've tried to bring to these episodes interviews with you is what I learned from Dr. Taguchi is the variation in the white beads and what is the impact of the variation on the white beads. And if we ignore that, then what we're saying is, "As long as you meet print, that's all that matters at the end of the day." And I'd say if that's where you're going then, then you could do the same thing with Lean or Six Sigma operational excellence. What differentiates Dr. Deming's work, I believe in terms of his appreciation of variation as an element of Profound Knowledge, is what he learned from Dr. Taguchi. That the closer we are to the ideal value, that affects how the system, which is another element of Profound Knowledge, comes together.   0:19:53.8 BB: All right, so going back to those two examples, what I started to do, one is I was detecting that less variation, less, I was detecting within Rocketdyne and elsewhere that there was a far greater regard for less variation, less variation from each other than being on target. And I was just wanting to one; find out why does it matter if all you have to do is meet spec? Why does it matter? So relative to the paradigms of variation, and this was back into the mid '90s when I was working with some people in manufacturing and was greatly confused over this, and the confusion was, "Is it enough to meet print, Bill? You're not sure? And then we've got these capability indices. We want to use a small portion of the tolerance and then we've got this, "Bill you're telling we wanna be on target, help me understand that."   0:20:49.7 BB: Was what these guys were asking for. And the paradigms of variation that I come up with. And I described it, I said, "Well, let's look at it this way." I said, "There's this thing called... Let's call it paradigm A, and Paradigm A is meet print." All that matters at the end of the day, we wanna meet spec. So.   0:21:06.4 AS: When you say meet print, print is a kind of a word that maybe not everybody understands what that means.   0:21:12.7 BB: Thank you.   0:21:12.9 AS: What, that means spec?   0:21:13.6 BB: Meet the requirements.   0:21:14.6 AS: Meet the requirements.   0:21:15.6 BB: Meet the requirements. And so we want the meeting to start anywhere between here and here. And as long as we're in between... So "meeting requirements" such that everything is good, is paradigm A. And so if you went back to those... Looking at those two distributions, if you said it didn't matter which one to take, that would be the paradigm A answer. And that's rarely the case. And so what I was poking at with people is, "You tell me you're striving for zero defects, and then when I give you that information that there's zero defects, why does that not trigger you to say it doesn't matter?" Because there's something else going on. So then the idea that we want incredible uniformity, precision, that's what I refer to as paradigm B.   0:22:07.3 BB: And as I mentioned earlier, that is the dominant choice. We want narrow distributions. We want what people refer to as "piece to piece consistency" to be differentiated by the second most popular answer is being on the ideal value what Dr. Taguchi would call the target, which is what I refer to as paradigm C. So in explaining these three paradigms to these manufacturing folks, I said each of them has a goal. So the goal of paradigm A is to meet requirements, but they not only have a goal, they also have an approach. And their approach typically tends to be, "If you're slightly out measure again, if you're slightly in you're good. Can we change the requirements?" And so I thought as... The paradigm A solutions are all about playing with those lines, moving them in, moving them out.   0:23:01.1 BB: Paradigm B, which has a lot to do with, I find within Six Sigma quality, is we wanna have a given fraction of a percent of the tolerance. And these indices, the Cpk Cpk, Cp Cpk, and others, there'll be goals of, "It needs to be 1.33 or 2.0, or 1.67, and we wanna strive for Six Sigma quality." Well, the question I ask those people is, "How much money are we gonna spend to achieve Six Sigma quality? And is there a corresponding benefit?" And I don't get an answer. But so the paradigm B approach would be to take the distribution, and try to make it narrower, but narrow to the point that we're only using, 10% of the tolerance. And again, what bothers me about that is that it's not addressing what Taguchi's talking about, which is what we're doing at home.   0:24:04.8 BB: Whether it's baking something, we want the temperature to be close to 350 or, whatever it is we're doing. We're, looking for accuracy in how we're pulling something together, is we're looking for an ideal value. And there, what we're trying to do is, as I mentioned earlier, we're striving for, "Can we get precision and then can we make the adjustment to achieve accuracy?" And instead of just saying, "We wanna achieve some given value." To me, what I tell clients I work with and students in my classes is, "What is it gonna cost to achieve precision, to then focus on accuracy? How much money are we gonna spend on that? And what is the benefit?" And the benefit will be improvements downstream, which is looking at things as a system. And what we'll talk about in a future session, looking more at this is examples of things I've been involved with, that address this idea of not reducing variation to zero, but to me it's about managing variation and having the appropriate amount of variation, knowing that it could never be zero.   0:25:18.1 BB: But, does it...am I in a situation where meeting requirements is all I need to be. In the world of baseball there's a strike zone. You've got a batter coming up who can't hit the ball no matter what, and you say, "Well, it doesn't matter where it is. Just get it into the strike zone." The next batter comes up. And that batter is very determined to make... And you're trying to get the ball around the bat. Now it depends on where you are within the strike zone.   0:25:46.6 BB: Alright. So the other paradigm I wanna get into, and then we'll call it over, is, paradigm D. So there's A, is meet requirements, that's all that matters. B is, I'm looking for precision. C is, I'm looking for precision followed by accuracy. Paradigm D when I explained this to Dr. Taguchi in the late 1990s, and he said, I need to differentiate having one ideal value so I can be working in a place where all the tubes we make are one inch in outer diameter. And, so there's one ideal value, well, maybe what the company is doing is getting into variety and having different outer diameters. One inch, half inch, three-quarters of an inch. And in each case they're looking for accuracy, but accuracy around different values. And that's what Dr. Taguchi would refer to as... Well, he and I agreed to call it paradigm D, which is precision around an ideal value. But depending on your product line, you may have ideal values for different customers. And that's called variety. And so paradigm D is about precision coupled around varieties. So I just wanted to throw that out as well in our session.   0:27:16.7 AS: And the risk that you're highlighting is that somebody who's skilled in Six Sigma or some other tools will be patting themselves on the back, that they've got a very narrow distribution in that... And it's inside of spec and therefore they've done their job.   0:27:39.4 BB: Yes. Well...   0:27:40.1 AS: And what you're highlighting is that there is, there is an additional cost to the business or additional benefit if that narrow distribution could be moved to the target value?   0:27:58.2 BB: Well, here's what I've seen. I've seen organizations go from a really wide distribution where, in the assembly process, they need all those different sizes to put the puzzle together. And then somebody comes in and shrinks the variation to a fraction of that, not taking into account how they're used, and instead of going around and having all the different sizes to put the puzzle together, they can no longer do that. So what I'd say, I've seen plenty of examples where a given amount of variation that people are used to, that they're accommodating could be quite well until somebody comes along and gets rid of those other options.   0:28:48.2 BB: So I've seen variation reduction gone sour, a few times leading to some near catastrophic failures of a rocket engine because we're just looking at something in isolation. And, so I went to a very senior executive in that timeframe and I said... 'cause there's this big push in the company and we gotta reduce variation, "We gotta reduce variation." And I went to him and I said, "If we have a choice between shrinking the variation and doing nothing, I'd say do nothing." And he is like, "Well, what do you mean?" And I went through and explained this scenario with him and he said, "Oh, I've never seen anything like that." And I thought to myself, "You must have worked for companies that make the tubes, but don't use the tubes."   [laughter]   0:29:33.4 BB: I said. And so, this is why when I hear people talk about reducing variability, reducing cost, trying to make improvements, and again, we'll look at this in a whole nother episode, is my concern is are they thinking about that part in isolation? Are they thinking about how that fits into a greater system? So whether it's reducing the variation in the outer diameter, whether it's reducing the cost, if they're focusing on that as a KPI, and not looking at how that KPI fits into a greater system, I'd say I'd be nervous about that.   0:30:17.4 AS: One of the interesting examples I remember from when I was young and in maybe business school or whatever, was when Toyota came out with Lexus and they talked about how they spent a huge amount of time reducing variation in every part so that you had a much smoother and more quiet ride, and the reliability was better and better. And they talked about the pursuit of perfection was the tagline that they did. But it made sense to me that, many people would be... Many companies are satisfied with a certain amount of variation.   0:30:54.8 AS: When if they could get it more narrow around the desired outcome, then the knock on effects, particularly for a new company, maybe for an old company, and the knock on effects basically lead people to go, "Go back we want more variation," because you're screwing up everything downstream. But if you're building an operation where you can get more and more narrow distribution around the target output, the target desired output, then you're bringing benefit all the way down the line for the business. What have I got right and what have I got wrong out of that?   0:31:33.2 BB: Well, that's fantastic. And a couple things come to mind. I really appreciate that question. Andrew, if you were to do a Google search for Dr. Taguchi and Toyota, because this idea of being on target associated with what he referred to as the quality loss function, which again, will be a focus of another episode, I'd rather one, look at it as an integration loss function, just to reinforce the idea that being close to the ideal value is about improving integration. And that's it.   0:32:12.7 AS: When you say integration, what do you mean?   0:32:15.5 BB: Who's gonna use that tube? What are they gonna do with it?   0:32:18.1 AS: Okay. So downstream, integrating the process with the downstream.   0:32:20.5 BB: And so if I'm not looking at how the doctor fits into the system, how the tube fits into the system. So what I find is in the Taguchi community, people will say, Dr. Taguchi worked with Toyota back in the '50s and '60s. Dr. Taguchi and Deming met for the first time in the mid '50s in India. Dr. Taguchi was honored with the Deming prize in literature in 1960, and they would've met then. Don Wheeler in his books on Statistical Process Control, and inside the cover it will say, "In September 1960, a new definition of quality being on target with minimum variation." So there's all that. So what I've tried numerous times over the last 30 years is searching for documentation of Taguchi's influence on Toyota. I found nothing.   0:33:10.7 BB: And, so here I'm flying back from Japan, having gone there while Rocketdyne was owned by Boeing to explain these concepts to people at the Mitsubishi Heavy Industries, which is the largest aerospace company in Japan.   0:33:25.1 BB: There was a big partnership going on between Boeing, the division I worked for at Rocketdyne was part of Boeing. And, Boeing's, at that time, largest supplier in the world was MHI. So I was on a study team to go over there to... And I explained these ideas to them. They knew nothing about this. They were focusing on uniform... They were focusing on... Their quality system was precision, not accuracy.   0:33:47.6 BB: And I was explaining what we were doing with that. Well, flying home, I was sitting in business class, sitting next to me is a young engineer, flying out of Tokyo. He is Japanese. And now we started talking. Turns out he is a graduate of Cal Poly San Luis Obispo in California working for Toyota at the NUMMI plant. And I explained to him red pen and blue pen companies, he loved it. I explained to him the paradigms of variation. And he says, "Bill," he says, "I'm coming back from working with supplier to get them to focus on the ideal value." He says, "That is the thinking we use."   [laughter]   0:34:29.2 BB: He says they wanna change the tolerance. And I'm telling him, "No, you've got to hold that target value." So you can search the Internet, you won't find this. And so there's two data points I want to get before we close. So one is that the majority of the flight coming home was me explaining this stuff to him, and then afterwards maintaining a relationship with him and his boss and looking to see if I could learn more.   0:34:56.0 BB: But he was... For him to say, "That's exactly what we do." Well then I spent several years poking Dr. Taguchi about his loss function concepts and all, and he said, "No company in the United States uses the loss function." And I said, "Really?" He says, "No." He said, "The leading users in Japan are Toyota and Nippon Denso," now known as Denso, a major supplier to Toyota.   0:35:21.1 BB: And I said, "What do they do with it?" He says, well, he says, "Bill, they have a database of loss functions for how different things come together." He says, "They have a database for the impact of variation." And I said, "Really?" I said, "How do they use it?" He said, "They use it to guide their investments." That's what you're talking about, Andrew. But you won't find that on the Internet. I've not found that in any literature.   0:35:51.1 BB: So, those are two things that I hold there. I believe Toyota is using this somewhere deep in the organization as evidenced by this young guy. And my interest is to expand that appreciation within our community in The Deming Institute, that it is not about uniformity. It is not about precision. And, that improving precision could make things worse. [chuckle] If you're not focused on accuracy, then the question becomes, "Is every situation worth accuracy?" And the answer is, "No. You've got to look downstream."   0:36:29.6 AS: Okay. Now it's time for me to ask the question that was asked of Dr. Deming.   0:36:34.8 BB: Okay.   0:36:35.9 AS: Explain it in one short sentence. What do you think the key takeaway is from this excellent discussion?   0:36:44.8 BB: I think what's really important is the need to manage variation, which is the same thing as Akoff would say, the difference between managing actions and managing interactions. The idea is that how I accomplish my task depends upon how you're using it. And so for me to blindly meet a requirement from you not knowing how you use it, well, whether that's you asking me to clean the table and I don't know anything about the table, you saying, "I need you to meet these requirements."   0:37:21.2 BB: You saying, "I need this by tomorrow." And I say, "What do you mean by tomorrow, Andrew? Tomorrow at eight o'clock, tomorrow at nine o'clock?" And so I think what Deming's talking about is if I just blindly take a set of requirements and meet them in a way that I interpret without asking you for clarification, is not teamwork.   0:37:41.7 AS: Great.   0:37:44.1 BB: So I need to know how you're using this.   0:37:47.1 AS: And, that's a great lesson. And I think what it's telling us is the idea of communicating and cooperating and getting to the next level has to do with really understanding what the next process is doing with it, and how what you're delivering could be improved so that the improvement is measured by a benefit to the next and the next and the next profit process. Not as a loss to the next one, which is what you explained about if variation got reduced, all of a sudden people weren't built for handling that.   0:38:23.2 BB: Well, and let me throw one other thing out along those lines. And as a colleague of mine in Amsterdam says to people in the Lean community says, "How does Lean...how does implementation of Lean explain why we love Toyota products? How does it explain the reliability of the products? We buy nothing but Toyotas." Now, we've had bad luck with Toyotas, which people I met in business school classes told me, "You never buy anyone's first model even Toyota."   0:39:03.8 BB: So we will only buy Toyotas, but we'll never buy the first model year. And I'm buying it because I want it to start every single time. I don't want a car where I've gotta replace the water pump. And so for our listeners, if you wanna have customers revere your products for the reason, I think, many people revere Toyota products, I think what we're talking about tonight is a significant part of what makes those parts come together and those cars last so long.   0:39:41.3 AS: Bingo. Bill, on behalf of everyone at The Deming Institute, I want to thank you again for the discussion. And for listeners, remember to go to deming.org to continue your journey. This is your host, Andrew Stotz, and I'm gonna leave you with one of my favorite quotes from Dr. Deming, which is, "people are entitled to joy in work."

The Common Good podcast is a conversation about the significance of place, eliminating economic isolation and structures of belonging.  This episode is the Abundant Community Conversation from August 2 where Amy Howton speaks with Meg Wheatley and Peter Block about the new edition of Meg's book, Who Do We Choose to Be? This event was produced in partnership with The Berkana Institute, Designed Learning, Abundant Community and Common Change. These conversations happen on Zoom and they always contain poetry, small groups and an exploration of a particular theme. The next conversation is on September 14 with David Brooks. You can register here.The recited poem: From the Elders of the Hopi NationTo My Fellow Swimmers:Here is a river flowing now very fast. It is so great and swift that there arethose who will be afraid, who will try to hold on to the shore. They arebeing torn apart and will suffer greatly.Know the river has its destination. The elders say we must let go of theshore, push off into the middle of the river and keep our heads above water.And I say see who is there with you and celebrate. At this time in history,we are to take nothing personally, least of all ourselves. For the momentthat we do, our spiritual growth and journey comes to a halt.The time of the lone wolf is over. Gather yourselves. Banish the wordstruggle from your attitude and your vocabulary.All that we do now must be done in a sacred manner and in celebration.For we are the ones we have been waiting for.This episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

Ron and Ed welcome back the Godfather of modern consulting Peter Block for his second appearance. This episode is dedicated to the possibility that human beings are better served when we confront our freedom (the title of Peter's new book). Doing so, is difficult, challenging, and not for everyone. If you want to begin the process of confronting your own freedom, you are invited to participate in this episode. Safe return doubtful!

Ron and Ed welcome back the Godfather of modern consulting Peter Block for his second appearance. This episode is dedicated to the possibility that human beings are better served when we confront our freedom (the title of Peter's new book). Doing so, is difficult, challenging, and not for everyone. If you want to begin the process of confronting your own freedom, you are invited to participate in this episode. Safe return doubtful!

Michael Bungay Stanier: How to Work with (Almost) Anyone Michael Bungay Stanier is the author of eight books, including The Coaching Habit, which has sold more than a million copies and is the best-selling book on coaching this century. Most recently he wrote How to Begin, and back in 2011 he created and edited End Malaria, a book written in partnership with Seth Godin that raised more than $400k for Malaria No More. Michael is the founder Box of Crayons, a learning and development company that's trained thousands of people around the world to be more coach-like. He has been featured in many publications including Harvard Business Review, Forbes, and Fast Company. His TEDx Talk on Taming Your Advice Monster has been viewed more than a million times. Michael's newest book is How to Work with (Almost) Anyone: Building the Best Possible Relationship*. Most leaders recognize the critical nature of healthy, peer relationships. Yet, few leaders lay an intentional foundation for success as those relationships start. In this episode, Michael and I discuss how to start with peers using the five questions in a Keystone Conversation. Key Points Nobody really like to say hello but everyone likes to be greeted. Make a decision to be the person that begins. Preparing thoughtful responses to the five questions in a Keystone Conversation will help you come to a dialogue in an authentic and vulnerable way. The responses themselves aren't as critical as the process itself. By entering into a keystone conversation, you are laying the foundation for future dialogue and the best possible relationship. The five questions of a Keystone Conversation: The Amplify Question: What's your best? The Steady Question: What are your practices and preferences? The Good Date Question: What can you learn from successful past relationships? The Bad Date Question: What can you learn from frustrating past relationships? The Repair Question: How will you fix it when things go wrong? Resources Mentioned Preorder Michael's book at bestpossiblerelationship.com Bonus audio: Michael's process for writing this book Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Deal with Opponents and Adversaries, with Peter Block (episode 328) How to Involve Stakeholders in Decisions, with Eric Pliner (episode 586) How to Start a Big Leadership Role, with Carol Kauffman (episode 617) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Robbie has been recognized as a networking expert by NPR, Harvard Business Review, Forbes, and Inc, and as an expert in virtual event design by JDC Events.His three books that have collectively received over 600 5-star reviews - a couple of them being mine, and I wouldn't be surprised if his fourth is about how to effectively launch a book, or the bigger topic of how to effectively engage your fans to not only build your business but to also support your charity of choice.Since 2016, Robbie has also hosted the On the Schmooze podcast and, since March 2020, the #NoMoreBadZoom Virtual Happy Hour.For some of us, Zoom went from saviour and social glue in March of 2020 as to virtually satan in March of 2023 with far too much tedious time looking at faceless black rectangles.Enter the latest book by networking enthusiast, Robbie Samuels: Break out of Boredom - Low tech solutions for highly engaging zoom events. Robbie had me at low tech, but what really drew me to this book and to everything Robbie does is his naturally inclusive spirit and chronic generosity.The point of this podcast is to celebrate the design of inclusive performance and I can think of no one who thinks about welcoming people as intuitively as Robbie does. So think of this book as not only a guide to Zoom events, but way beyond that to small things you can do to have big impact #littlebigthings in creating a culture where people feel safe & comfortable enough to contribute.CHAPTERS00:00:00 Intro00:05:39 Where does your warmth & grace come from?00:10:37 The difference between being invited and feeling welcome00:13:10 Achieving content & connection in a virtual world00:15:04 What is an unconference?00:19:50 The origins of book two: Small List, Big Results00:20:14 From No More Bad Zoom to book three00:29:30 The value of cueing transitions00:35:20 Advance slides behind the scenes00:36:10 Speak to each point on a slide00:39:30 Adding music...or not00:41:03 Universal design00:41:55 Building community00:43:12 Neurological safety00:45:23 Purpose-first design00:46:04 High-performing teams pay less attention to tone, but at what cost?00:47:42 Continuous improvement - get 5% better every time LINKSSusan Roane's booksRobbie explaining SoJust“Croissant vs Bagels” by Robbie Samuels book - Robbie's website - GoodreadsRobbie Samuels Ted Talk - Croissants are the Key to Inclusive NetworkingDorie Clark website“Small List, Big Results” by Robbie Samuels book - Robbie's website - Goodreads“Community” by Peter Block book - Peter's website - GoodreadsHappy Space Podcast episode 2 -

When it comes to stirring a movement that will last, is it better to begin by diagnosing a shared problem, or rather to start with the power of possibility and the gifts already present? A seasoned sower of the common good, Peter Block has an opinion. 

We announced at the end of last week that we planned to talk about Peter Block's new book Confronting Our Freedom, however, this week we learned that Peter has agreed to join us in about a month. YES! Because of this good news we are pivoting to a topical show. There are a few newsworthy items, including a show review that we want to share with you. Of course, if you have any questions or topics you would like us to address, please send them to asktsoe@verasage.com or hit us up on Twitter - @asktsoe.

We announced at the end of last week that we planned to talk about Peter Block's new book Confronting Our Freedom, however, this week we learned that Peter has agreed to join us in about a month. YES! Because of this good news we are pivoting to a topical show. There are a few newsworthy items, including a show review that we want to share with you. Of course, if you have any questions or topics you would like us to address, please send them to asktsoe@verasage.com or hit us up on Twitter - @asktsoe.

About Jennifer Abrams Formerly a high school English teacher and a new teacher coach in Palo Alto Unified School District (Palo Alto, CA, USA), Jennifer Abrams is currently a communications consultant and author who works with educators and others on leadership development at all levels, effective collaboration skills, having hard conversations and creating identity safe workplaces. Jennifer's publications include Having Hard Conversations, The Multigenerational Workplace: Communicate, Collaborate & Create Community, Hard Conversations Unpacked: the Whos, Whens and What Ifs, and Swimming in the Deep End: Four Foundational Skills for Leading Successful School Initiatives. Her newest book, and the focus of this episode, is Stretching Your Learning Edges: Growing (Up) at Work. Jennifer shares her work in other mediums as a featured columnist on growth and change for Learning Forward's The Learning Professional journal as well as contributing to The International Educator (TIE) focusing her writing on adult development and collaboration skills. Jennifer has been invited to keynote, facilitate and coach at schools and conferences worldwide and is honored to have been named one of the “18 Women All K-12 Educators Should Know,” by Education Week's ‘Finding Common Ground'' blog. More about Jennifer's work can be found at her website, www.jenniferabrams.com. and on Twitter @jenniferabrams. What You'll Find in this Podcast Episode with Jennifer Abrams Jennifer starts with the fact that “we speak to” being lifelong learners, but are we really living up to that? What if we developed ourselves in ways that allowed us to respond rather than react? Listen to what she says about the typical response to feedback. Joe asked why we have such trouble with a learning culture. Jennifer's response is profound--time, being “done” as a learner, school leaders assuming that the adult is already good enough. You have to hear what she says about the difference between how teachers are given prep periods but not reflection periods. T.J. asked about why educators often become defensive when given feedback or asked to make a change. Jennifer puts it simply: the system is not designed that way. We don't have the apprenticeship-style learning that would induct us into the profession as a learner. Jennifer talks about resiliency as working on our own emotional and psychological hygiene. Don't miss what she says about Pigpen and how people can bring in a lot of dust. Education is complex. Listen to what she says about shifting from “teacher of record” to “a space of learning” and how it can have a huge void. You want to know how to use the tool she describes to get people to check their energy when we start a meeting. Jennifer follows Shane Parrish at Farnam Street. She also studies Jennifer Garvey Berger, Cultivating Leadership for adult learners. Pay attention to her leadership check-in questions that gauge relationship health, but can work well with a team. Jennifer wants to learn how to cook better. She wants to feel free to fail. Powerful statement. Three things to do to learn and grow as a leader: Find a conference and attend as a learner. Find a conference and apply to co-present with someone. If you're interested in someone's work, find them. Reach out to them. Jennifer reveals that she has a cognitive crush on Peter Block, author of The Answer to How is Yes. Lastly, Jennifer reminds us that you can get things done. Just go forth and do it. Let us know if there's a guest who you want us to have on the show by leaving a comment below or by contacting us at contact@theschoolhouse302.com. And don't miss our leadership content updates every week by subscribing on the site. We can't wait to hear from you. Joe & T.J.

Recommend this show by sharing the link: pod.link/2Pages One of the most powerful lessons I learnt was from the author Peter Block, who said that a characteristic of someone living an adult life is the willingness to make hard decisions. The same thing is often said about leadership, but I really like that he's shifted that simple and difficult task to be present at the heart of being human. Block says that the inevitable outcome of making a hard choice is two feelings; guilt and anxiety, which, then, aren't personal flaws but rather features of having the courage to be an adult in your own life.  Debbie Millman is a designer to her bones. She's the author of seven books, one of the OGs of podcasting, and an educator who runs the first ever graduate program in branding at the School of Visual Arts. Get‌ ‌book‌ ‌links‌ ‌and‌ ‌resources‌ ‌at‌ https://www.mbs.works/2-pages-podcast/   Debbie reads a passage from ‘Consider the Lobster' by David Foster Wallace. [reading begins at 20:33]   Hear us discuss:  “Design is about intention.” [5:48] | The Panther by Rainer Maria Rilke. [11:46] | Sitting with failure: “The only feeling we don't metabolize is regret.” [14:28] | Becoming a leader that inspires. [24:11]  | The difference between a great leader, and a great salesman. [27:03] | The struggle of finding balance in servant leadership. [31:12] | Designing your life: “Take small steps up the mountain … you don't want to peak until the day before you die.” [36:31] | Success Vs. Purpose. [41:22] 

Welcome back to Servin' Up Cinema! This week, Brittan and LA actor and Mascot, Peter Block, take a look at the Rocky/Creed Franchises. They break down all the movies from the original Rocky (1976) all the way to the latest entry of Creed III (2023). Each film in this franchise is unique, and all of them --- yes, even Rocky V, can be enjoyed by an audience and will stand the test of time. Britt and Pete get into the nitty gritty on each entry and have compiled their own lists power-ranking these films. We talk about all your favorite characters, Rocky, Adrian, Apollo, Adonis, Mick, Paulie, and more! Where do these films fit in your ranking lists? We would love to know! WE LOVE FEEDBACK! Please, let us know what you think of the episode, and don't forget to like and subscribe to our many arrays of platforms if you'd like! Many thanks to all our supporters! We are available for listening all across these platforms! Apple Podcasts: https://podcasts.apple.com/us/podcast/servin-up-cinema/id1562087159 Spotify: https://open.spotify.com/show/4elzllbiXmLkTQIo0IN6ul Anchor: https://anchor.fm/brittan-jackson Breaker: https://www.breaker.audio/servin-up-cinema Google Podcasts: https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy81MzI5YzI4NC9wb2RjYXN0L3Jzcw== Pocket Casts: https://pca.st/hx2eayfe Radio Public: https://radiopublic.com/servin-up-cinema-6N1QdJ Feedback and promotion: Email: servinupcinema@gmail.com Instagram: https://www.instagram.com/servinupcinema/ @brittanjackson Facebook: https://www.facebook.com/servinupcinema/ Be sure to like, subscribe, leave comments, and let us know what you think!

Daphne E. Jones: Win When They Say You Won't Daphne E. Jones has 30 years of experience in general management and executive level roles at IBM, Johnson & Johnson, Hospira, and General Electric but began her career as a secretary. At GE, she served as Senior Vice President for Future of Work, Senior Vice President & Chief Information Officer for Product Engineering, Imaging, and Ultrasound, and as Senior Executive & Chief Information Officer for Global Services, all of which composed a $13 billion segment of GE Healthcare. She serves on the board of directors for AMN Healthcare, Inc., Barnes Group Inc., and Masonite International Corp. She is the recipient of numerous domestic and international awards and recently started a company that teaches leaders how to prepare to serve on boards. She is the author of Win When They Say You Won't: Break Through Barriers and Keep Leveling Up Your Success*. In this conversation, Daphne invites us to look at ourselves through the lens of a product, just as others will view us. We discuss the three critical elements of how stakeholders view you. Plus, Daphne and I explore the steps you can take to improve how you're perceived through the different lenses that stakeholders see us through. Key Points Stakeholders are crucial for your success and it's helpful for you to view yourself in their eyes (and yours) as a product. Three elements are key: performance is doing your job well, imagine is how people describe you, and exposure is who knows you. When you get radio silence in the context of happenings inside of your organization, that's an indicator you are underexposed. Caution: you can also be overexposed. Map your stakeholders in the context of their influence in your work and their interest in how it support their own objectives. Mentors will make suggestions of things you should try. Find the part that will work for you and move on the advice. Resources Mentioned Win When They Say You Won't: Break Through Barriers and Keep Leveling Up Your Success* by Daphne E. Jones To receive a free workbook, send receipt of your book purchase to daphne@daphneejones.com Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Deal with Opponents and Adversaries, with Peter Block (episode 328) What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398) How to Support Women of Color, with Minda Harts (episode 506) The Art of Mentoring Well, with Robert Lefkowitz (episode 599) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

It wasn't until Amanda Cassiday (she/her) lived in a rural village in Burkina Faso that she experienced the resilient power of community, and learned that positive, abundant outcomes are not possible without cultivating the conditions that allow individuals, teams, and communities to thrive. For 15 years, this approach has been a driving force in Amanda's personal and professional life, from facilitating a woman-led microfinance group in Takaledougou that continues to operate since 2009, to leading design teams responsible for some of the most successful launches in Johnson & Johnson's history, bringing purpose and consumer needs to the heart of strategy & innovation. She is a maker, a student of permaculture, an advisor, coach, and facilitator to businesses, and most recently the co-founder of Engather which seeks to cultivate prosperous, resilient communities by activating local gift economies.Our conversation weaves through her experiences and the wisdom that she's gleaned through them including thoughts about how capitalism and our current economy is not taking care of the needs of the majority, the codependency inherent in capitalism and the patriarchy, how she was able to step away from the toxicity of capitalism and build community in Kingston, and how community interdependence and belonging is essential for our survival. Along those lines, she recommends the book Community by Peter Block as providing some answers to big questions on how to get community back on track.You can find Amanda and her work in these places:Engather: https://engather.co/# (sign up for local Kingston beta test by clicking the 'Register Now" button at the bottom Personal Professional website: https://www.amandacassiday.com/Instagram: https://www.instagram.com/insta.quoi/Happy Lunar New Year!Today's show was engineered by Ian Seda from Radiokingston.org.Our show music is from Shana Falana!Feel free to email me, say hello: she@iwantwhatshehas.org** Please: SUBSCRIBE to the pod and leave a REVIEW wherever you are listening, it helps other users FIND IThttp://iwantwhatshehas.org/podcastITUNES | SPOTIFY | STITCHERITUNES: https://itunes.apple.com/us/podcast/i-want-what-she-has/id1451648361?mt=2SPOTIFY:https://open.spotify.com/show/77pmJwS2q9vTywz7Uhiyff?si=G2eYCjLjT3KltgdfA6XXCASTITCHER: https://www.stitcher.com/podcast/she-wants/i-want-what-she-has?refid=stpr'Follow:INSTAGRAM * https://www.instagram.com/iwantwhatshehaspodcast/FACEBOOK * https://www.facebook.com/iwantwhatshehaspodcastTWITTER * https://twitter.com/wantwhatshehas 

The Common Good podcast is a conversation about the significance of place, eliminating economic isolation and the structure of belonging.  Your host is Rabbi Miriam Terlinchamp. This episode is the Abundant Community Conversation from November 15 where Peter Block spoke with Jenn Hoos Rothberg, the Executive Director of the Einhorn Collaborative, about "A Call to Connection." Abundant Community conversations happen every couple of months on Zoom and they always contain poetry, small groups and an exploration of a particular theme. Jennifer Hoos Rothberg leads Einhorn Collaborative, a nonprofit foundation dedicated to addressing America's growing crisis of connection by advancing the science and practice of empathy, mutual understanding, and relationship building in the United States. Jenn, who joined in 2007, oversees all aspects of the foundation in partnership with its Founder and Trustee, David Einhorn, including setting strategic priorities and building collaborative partnerships that advance our ability to embrace our differences, see our common humanity, and solve our country's biggest challenges together. Jenn is a member of the Leap of Reason Ambassadors Community, the Town School Board of Trustees, and the NationSwell Council. She received her Master's in Regional Planning and Bachelor's in Urban and Regional Studies with Honors from Cornell University. She lives in NYC with her husband, two children, and cockapoo, Zucca. You can follow Jenn on LinkedIn and Twitter.In addition to being the Communications Lead at Einhorn Collaborative, Chi Nguyễn is an interdisciplinary artist who uses textiles and community-engaged practices to examine the intersection of identities in the U.S., explore the concept of belonging, and reflect on her recent transition to motherhood. Her work has been featured in the New York Times, Vogue, Washington Post, Salon, Ms. Magazine, Huffington Post, BusinessWeek, Vice, and Bustle, among others. She is based in The Bronx, New York where she lives with her husband, daughter, and their dog, Uni. Here is the recited poem, "Turning to One Another" by Margaret Wheatley:There is no power greater than a community discovering what it cares about.Ask “What's possible?” not “What's wrong?” Keep asking.Notice what you care about.Assume that many others share your dreams.Be brave enough to start a conversation that matters.Talk to people you know.Talk to people you don't know.Talk to people you never talk to.Be intrigued by the differences you hear.Expect to be surprised.Treasure curiosity more than certainty.Invite in everybody who cares to work on what's possible.Acknowledge that everyone is an expert about something.Know that creative solutions come from new connections.Remember, you don't fear people whose story you know.Real listening always brings people closer together.Trust that meaningful conversations can change your world.Rely on human goodness. Stay together.This episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

You can register for the next Abundant Community Conversation on November 15 at 1pm with Jenn Hoos Rothberg here.The Common Good podcast is a conversation about the significance of place, eliminating economic isolation & the structure of belonging. The previous series explored the 6 conversations from Peter Block. Now we're speaking with practitioners and today, we speak with Dr. Gary Mangiofico. You can find more the biography written by Gary about Peter here: Block, Peter: A Prophetic Voice for Freedom.You can also find more about the conversations in Community: Structure of Belonging and from these videos.The recited poem was Transformation by Adam Zagajewski. It's been translated by Clare Cavanagh.I haven't written a single poem in months. I've lived humbly, reading the paper, pondering the riddle of power and the reasons for obedience. I've watched sunsets (crimson, anxious), I've heard the birds grow quiet and night's muteness. I've seen sunflowers dangling their heads at dusk, as if a careless hangman had gone strolling through the gardens. September's sweet dust gathered on the windowsill and lizards hid in the bends of walls. I've taken long walks, craving one thing only: lightning, transformation, you.This episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective and the reader here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

You can register for the next Abundant Community Conversation on November 15 at 1pm with Jenn Hoos Rothberg here.The Common Good podcast is a conversation about the significance of place, eliminating economic isolation & the structure of belonging. The previous series explored the 6 conversations from Peter Block. Now we're speaking with practitioners and today, Brad Wise & Joey Taylor speak with Dr. Yabome Gilpin-Jackson. You can find more about the conversations in Community: Structure of Belonging and from these videos.The recited poem was "142" by Juliane Okot Bitek.Dr. Yabome Gilpin-Jackson is a trusted partner for leaders and professionals working to develop people and build organizational capacity for change. She is an applied social scientist and an experienced professional with proven expertise in the areas of leadership development, organizational development, facilitating strategic change and systematic organizing for social change and transformation. She is a certified executive coach and has worked with corporate, non-profit/social profit and public sector organizations, internationally. She is also adjunct faculty for undergraduate and graduate courses in her areas of expertise. Yabome has been named International African Woman of the Year by UK-based Women4Africa and was the first ever recipient of the US-based Organization Development Network's Emerging Organization Development Practitioner award. She also received the prestigious Harry Jerome Professional Excellence Award in Canada.Brad Wise is the co-founder of three story-driven organizations: Boonrise, Bespoken Live, and Good vs Gooder. He is the chief creative officer for Boonrise based in Cincinnati, Ohio. Brad was also a Common Good Collective Fellow.This episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective and the reader here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

You can register for the next Abundant Community Conversation on November 15 at 1pm with Jenn Hoos Rothberg here.The Common Good podcast is a conversation about the significance of place, eliminating economic isolation & the structure of belonging. The previous series explored the 6 conversations from Peter Block. Now we're speaking with practitioners and today, Brad Wise & Joey Taylor speak with Ife Bell. You can find more about the conversations in Community: Structure of Belonging and from these videos.The recited poem was "Right Here" by Dane Anthony.Ife Bell believes that “Leadership is a Lifestyle” and is dedicated to expanding individuals' capacity to bring their very best selves to every aspect of their lives. She is a thought leader and compassionate coach with over 15 years of experience working with organizations, communities, education institutions, and nonprofits, to increase business performance and develop strategies that focus on diversity, equity, inclusion, and belonging. Ife's career track shows measurable success working with organizations and C-level leaders to increase business performance. As Chief Strategy Officer for To Be Consulting, LLC, she develops strategies that promote leadership, diversity, equity, and inclusion across all levels of an organization. She holds a master's degree in Executive Leadership & Organizational Change and is a certified John Maxwell Coach. Her passion for providing guidance and effective solutions has driven her to pursue a Doctorate in Organizational Development and Change from Bowling Green State University. She graduates in the summer of 2023.Brad Wise is the co-founder of three story-driven organizations: Boonrise, Bespoken Live, and Good vs Gooder. He is the chief creative officer for Boonrise based in Cincinnati, Ohio. Brad was also a Common Good Collective Fellow.This episode was produced by Joey Taylor and the music is from Jeff Gorman. You can find more information about the Common Good Collective and the reader here. Common Good Podcast is a production of Bespoken Live & Common Change - Eliminating Personal Economic Isolation. 

We live in a culture that tries to 'hold' people accountable. Today on the podcast, we're going to think about accountably in a different way. Let's talk about accountability as freedom, as a choice. Peter Block says that accountability is the willingness to care for the whole. How can we care for one another?  www.amberleagray.com Sign up for the weekly newsletter here:  www.amberleagray.social  

Welcome to the Plywood Podcast: Real talk for social entrepreneurs and nonprofit leaders.Plywood is a nonprofit in Atlanta leading a community of startups doing good. Over the past 12 years, we have worked with over 1000 startup founders and nonprofit leaders wrestling with the tensions of starting, growing, and sustaining.Think of The Plywood Podcast as a kitchen table conversation debating the pros and woes of running a business and sustaining a nonprofit. We dive into building business plans, sustaining relationships (personal and professional), diversity, equity, and inclusion in the workplace, forming values while being a part of true cultural change for good, and so much more.Learn more about Plywood at PlywoodPeople.com

Eric Pliner: Difficult Decisions Eric Pliner is chief executive officer of YSC Consulting. He has designed and implemented leadership strategy in partnership with some of the world's best-known CEOs and organizations. Eric's writing has been featured in Harvard Business Review, Fortune, Forbes, and Fast Company. A member of the Dramatists' Guild of America, Eric is co-author of the U.S. National Standards for Health Education and Spooky Dog & the Teen-Age Gang Mysteries (with Amy Rhodes), an Off-Broadway theatrical parody of television cartoons for adults. He is a board director with Hip Hop Public Health. He is also the author of Difficult Decisions: How Leaders Make the Right Call with Insight, Integrity, and Empathy*. In this conversation, Eric and I discuss the difficult and sometimes awkward moments when we engage other stakeholders in our decisions. We explore the language to use when discussing a stakeholder's role in a decision. Plus, Eric details how to establish clear expectations about involvement in decisions to avoid sending messages that we otherwise don't intend. Key Points Clarify who you will engage and how you intend to do so. Before discussing a decision with a stakeholder, explain how the decision is going to be made. Make it clear if you're offering them a views, a voice, a vote, or a veto. Standardize your individual and team processes for decision-making. Ask the stakeholder for input — and go deeper with a second or third question to appreciate what's behind what they've said. Remind stakeholders how the decision will be made when you conclude. Don't underestimated the importance of this step. Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Influence Many Stakeholders, with Andy Kaufman (episode 240) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) The Way to Make Better Decisions, with Annie Duke (episode 499) Handling a Difficult Stakeholder, with Nick Timiraos (episode 581) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Marty Solomon and Brent Billings are joined by special guest Kate Schmidgall, the founder and director of BitterSweet Creative, and the founder and editor of BitterSweet Monthly.National Community Church, Lincoln Theatre CampusNCC Lincoln Theatre Campus StaffContemplations Series with Walter BrueggemannAn Other Kingdom by Peter Block, Walter Brueggemann, and John McKnightBreaking Ground by Anne Snyder and Susannah BlackComment MagazineResident Aliens by Stanley Hauerwas and William H. WillimonComing Soon: Practice Flourishing by Dr. Andrew DeCortAdditional audio production by Gus Simpson Special Guest: Kate Schmidgall.

Richard Rierson: Dose of Leadership Richard Rierson has over 30 years of real-world, practical leadership experience as a United States Marine Corps Officer, professional aviator, and corporate executive. His philosophy is that our leadership challenges should be met with the lifelong dedication and pursuit of becoming composed, confident, consistent, courageous, and compassionate. In addition to being a sought after speaker, coach, and consultant, he is the host of the highly acclaimed Dose of Leadership podcast. He's also a commercial airline pilot, currently flying as a first officer on the Boeing 787 Dreamliner. In this conversation, Richard and I explore how professional aviation emerged from the accidents of the 1970's to improve challenging authority inside the cockpit. We discuss the principles of crew resource management (CRM) and how more structure and intention between crew members vastly reduced the number of aviation accidents. We examine what leaders can do to use similar principles to support appropriately challenged authority inside their organizations. Key Points Almost every accident is a chain of events. The key is to have self awareness in the chain and to interrupt it. Making the invitation to challenge before the work begins makes it far more likely that another party will speak up when they see something. Pilots use green, yellow, and red as simple and immediate indicator to others in the cockpit how much stress they are holding. Three steps are use to pilots to escalate challenging a more senior pilot: ask a question, make a suggestion, take control i.e. “my aircraft.” Resources Mentioned Sully with Tom Hanks The Crash of Flight 401, and the Lessons for Your Company by Dave Yarin The Evolution of Airline Crew Resource Management by Jean Dennis Marcellin Related Episodes The Way to Turn Followers Into Leaders, with David Marquet (episode 241) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) How to Talk to People Who Have Power, with Jordan Harbinger (episode 343) How to Use Power Responsibly, with Vanessa Bohns (episode 551) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.