Sadly, no one appears to be funding the COVID-19 mental health crisis. This would be a great opportunity for Fast Grants to be proactive. I personally know clinical psychologists and researches desperately looking for funding to get ahead of this next wave. LMK if you're interested in helping.
While researching, I found this inspiring post by Gokul Rajaram who is someone I respect tremendously. If you haven't heard of Gokul, he's considered the Godfather of Google AdSense, creator of FB's ad platform and now a leader at Square. It's worth at least considering his advice :-)
After a decision is made, each participant must commit support out loud. Pledging support aloud binds you to the greater good.
So, you want me to count coup in front of the defeated and make them state their surrender for all to hear? I would rather just move on to implementing the decision and rely on their professionalism to not break anything. Their are some folks in the US that do not react well to such public displays of acquiesce.
I agree with the others, it still sounds like a cult because you're forcing agreement. You're creating a false consensus by removing the right to respectfully disagree and taken away the "I told you so" satisfaction and the ability to build reputation from such things. It creates a culture where no one bothers to disagree, it's too much work for no reward.
Search for "Dave Mitchell soapbox consensus" for a much funnier and well thought out look at it.
I respectfully disagree. Steve Jobs used to talk about how a great team is like the Beatles. They were four really talented people that balanced each other and the total was greater than the sum of the parts. It's hard to imagine the Beatles didn't disagree with one another and I would bet they eventually learned how to have productive disagreements. This is our attempt to define that best practice and help new hires be successful as we grow the team.
The sooner a company establishes how to have productive conversations and unlock everyone's potential the better.
You didn't really address the GP's point however. How does this process apply to larger organizations? How can it apply across layers of a hierarchy? I don't see how bringing Jobs up helps explain it, he was certainly not the type of business leader known for his equitable disagreement process.
Don't get me wrong, I'm intrigued by the concept of formally surfacing disagreement. But the example in the blog post is trivially contrived. What happens when the disagreement is between two different but balanced work paths each with high risk and more unknowns than knowns? How does this disagreement process jive with the scientific process, where competing hypotheses are explored by experiment?
why would a specialist care to bike-shed with generalists if no-one else in the firm understands their domain.. which is what they were hired for and want to do?
its not the disagreements you know you have - leadership takes care of those - its the one's people won't acknowledge that take you down .. and to spot those, you need to be quite a selective listener, no?
Matter | ProductHunt's Social Impact Product of year 2019
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Mental health is an area that could really use your support in the next round of grants.
Spikes in post-traumatic stress disorder are being documented among vulnerable populations, health workers and other front-line personnel.
- https://news.berkeley.edu/2020/04/17/covid-19-mental-health-...
- https://www.cnbc.com/2020/04/16/grocery-store-workers-need-f...
- https://www.newyorker.com/culture/video-dept/the-mental-heal...
Sadly, no one appears to be funding the COVID-19 mental health crisis. This would be a great opportunity for Fast Grants to be proactive. I personally know clinical psychologists and researches desperately looking for funding to get ahead of this next wave. LMK if you're interested in helping.