"While an employee’s cultural fit at the time of entry was loosely connected with outcomes — those who fit well from the outset tended to perform well — a much more powerful predictor of success was an employee’s ability to recognize and internalize standards. “We find that what predicts who will stay, who will leave, and who will be fired is not so much initial level of cultural fit as much as their trajectory, the degree to which they adapt,” Goldberg says. “There are important differences between individuals insofar as they are capable of reading cultural code and shifting behaviors accordingly.” The authors refer to this malleability as “enculturability.” Stanford GSB
"Self-fulfilling prophecies, it turns out, are just as prevalent in offices as they are in elementary school classrooms. If a manager is convinced that the people in her group are first-rate, they’ll reliably outperform a group whose manager believes the reverse—even if the innate talent of the two groups is similar." + "Managers cannot avoid the depressing cycle of events that flow from low expectations merely by hiding their feelings from subordinates. If managers believe subordinates will perform poorly, it is virtually impossible for them to mask their expectations because the message usually is communicated unintentionally, without conscious action on their part." HBS
"As long as computation resides in intangible virtual worlds, it leaves untapped the vast range of human capabilities for working thoughts as things. Things can be seen with the eyes, manipulated with the hands and places in physical space. Dynamicland is a computer with no box. People walk around inside it. Computer-stuff is not made of fleeting ephemeral images ona screen but real physical things that enable people to think with their whole selves"
"Artistic and scientific revolutions are often mistakenly attributed to "lone geniuses" when in fact they emerged from unusually fertile places – Florence in teh Renaissance, the Copenhagen cafes where quantum mechanics was born, Bell Labs... (...) In dance the martial arts communities group learning is spontaneous. Beginners learn by watching advanced students. People see other who are struggling, and offer help or advice. Working in the same physical space as other, performing activities other can observe, learn from, and help with, is a core element of being human. Computer screen bias towards isolated personal spaces. Hallucinatory technologies such as VR and AR pull people even more strongly into private worlds. Dynamicland is a real place, a part of our shared physical reality, not an illusion ona screen. Working in Dynamicland means being present with other people, talking with them, seeing how they work, learning from them and helping them."
"Todays apps are black boxes that cannot be combined, inspected or modified. When you have a need you go to the app store. With cloud-based oracles the mechanism is completely hidden. When it works, you don't know why. When it doesn't work, you're stuck. Dynamicland is not an app store, with one-size-fits-all products to use. Dynamicland is an authoring environment it provides the tools for people to make their own tools, remix the tools of others and develop fleuncy in a medium."
"By engaging and empowering the very audiences we seek to manage, we can build a new, powerful force for growing and shaping brands. When harnessed effectively, communities can be product developers, market makers, problem solvers, help desks, and content creators. Simply put, building, nurturing, and sustaining communities will be the decisive force in brand management moving forward." Why brand governance is dead—and what to do about it