Leveraging Behavior as an Asset
Executive Summary
Chapter 10 explains why behavior is the most powerful force in project and other workplace environments, BOTH as a constructive and as a destructive influence. Key points of this chapter are:
There is no such thing as no behavior, you can’t “stay out of it.”
Politics are not always negative and collaboration is not always ideal.
Knowledge creations and innovation are totally dependent on the behavioral environment that project leaders and managers create (or tolerate).
You often hear people say, “I don’t play politics, I stay right out of it,” which is of course a political statement in itself. Humans are social creatures and the way we interact with each other is expressed through ...
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