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" ... Juanita turned down calls from recruiters for years, not noticing that her colleague was getting most of the face time with their boss and opportunities for special projects that provided her with greater institutional visibility and impact. As a result, Juanita became “old reliable,” not fast-track. When cuts were being made to the headcount, Juanita didn’t make it past the second round. “Lazy loyalty” is unthinking fealty to your current employer even though their commitment to you does not exist. ... "
" ... Left alone, our brains are pretty agnostic. They’ll cut corners and even sleep if possible. As a result, we need tell our brains what habits we want and which ones we don’t. If not, they will assign any routine—no matter how important it is—to habit (i.e., unthinking) status. What's more, fatigue, stress or fear can trigger defaulting to habit things it shouldn’t, such as accelerating at the wrong time on the road. ... "
" ... They lost that war, and then five neighboring Arab armies – none with a claim to even an inch of the land -- quickly invaded. They lost, too. Nimr Al Hawari, former commander of the Arab Youth Organization in Palestine, later remarked that, “The Arabs’ eyes were blinded and their brains clogged… They were confused by promises and deluded by their leaders. The Palestinian Arabs were ignorant and easily led astray. They were shortsighted and unthinking and subject to a gangster-leadership… which herded them like docile sheep." The Jews believed, with good reason given the Holocaust, that had they lost either war, they would be exterminated. Azzam Pasha, then secretary-general of the Arab League, had boasted, “This will be a war of extermination and a momentous massacre which will be spoken of like the Mongolian massacres and the Crusades.” ... "
" ... This is especially true in today’s volume-focused organizational cultures, where questioning is no longer encouraged, a short cut to an agreement and to reach a target is an ultimate expectation. It is a fact majority of our work cultures are more concerned with the survival of status quo and enforcement of values that support absolute order in reach of a KPI rather than diversity of thought, emotions, experience and unified rejoice of discovery. As an organizational psychologist, I find this predictable path of “unthinking routine” and “I have the answers in me” attitude far more of a threat to business sustainability and to human evolution over any imagined competition. It is my practical experience that where there is no challenge to current ways of being, relating or doing inside an organization, cultures erode faster, leaders miss seizing opportunities, employees fear ramifications of their offering and businesses are often late responding to critical moments of crisis. ... "