Schackleton

A Comparison Between the Different Types of Reality Distortion 

An advancement in the standard of morality will certainly give an immense advantage to one tribe over another. A tribe including many members who, from possessing in a high degree the spirit of patriotism, fidelity, obedience, courage and sympathy, were always ready to aid one another, and to sacrifice themselves for the common good, would be victorious over most other tribes; and this would be natural selection.
                                                               - Charles Darwin, The Descent of Man

I use to think that most strategy problems arose from limited or faulty data, or poor analysis of industry and competitors.  The most common strategy mistakes come from the many hidden biases embedded in the internal systems, organizational structures and the decision making process.
                                                               - Michael Porter, Harvard Business School

Some of the hidden biases can include:

• Not facing the brutal facts that will present the real opportunities
• Incentives that reward the wrong things
• Lack of alignment and focus on the customer
• Insufficient access to the right information and measures
• Misunderstanding or suppressing human nature and needs 
• Lack of clear and decisive leadership required to make the right trade-offs for the business
• Working on pushing people at the expense of working on the system

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Below is a 14 point line by line comparison between the two limiting forms of reality distortion and the opportunity of reality distortion that can transform an organization. 

Reality Distortion between Executives, Departments, Management, Employees and Customers

1. Shiny new objects and constant ideas
2. Systems to monitor and control
3. Rules are documented and enforced
4. Data and process are used to defend
5. Complex and scattered
6. How do we sell
7. Control and deflect
8. Push harder, move faster and do more activity with less resources
9. Behavior controls and structure of roles
10. Personal brand for career
11. I have the right answers
12. Strong opinions outside the room
13. Salutes, adherence and rationalization 
14. Genius in the room 

 

Reality Distortion on Goals and Targets

1. Compensation plans and incentives are key
2. Tactics, techniques and quotas
3. BHAG set by few
4. Internal competition and conflict
5. External pressure from aggressive commitments
6. Stay below the radar
7. Learned helplessness
8. Don't make us look bad by doing so well 
9. Deal with the change
10. The focus on hyper activity to offset missing goals  
11. It doesn't matter if these targets make no sense
12. What is my goal
13. Manipulation
14. Set the impossible

 


 

Reality Distortion for Transforming Potential

1. Long term memory and relentless follow through
2. Systems to drive value, improve judgment and protect
3. Principals are defined and understood
4. Data and process are used to learn and improve
5. Simple and straight
6. What do we sell
7. Ownership and empowerment
8. Remove barriers, align priorities, do less and accomplish more
9. Outcome controls and alignment of people
10. Personal accountability to self and others
11. Am I asking the right questions
12. Strong debate in the room
13. Tenacity, results and perseverance
14. Everyone is teaching and learning from each other 

Reality Distortion for Transforming Potential

1. Intrinsic motivation is real
2. Purpose, intent and values
3. Continuous Improvement of many
4. We all have a common definition of success
5. Internal pressure of obligations
6. Live outside our comfort zone
7. Never willing to settle
8. You make me want to be better - show me how
9. Be the change
10. It is all about the right results that build confidence
11. Look what we can achieve if we just did...
12. Here is our goal
13. Candor and transparency
14. Achieve the impossible