|
|
|  | | Get Weird! 101 Innovative Ways to Make Your Company a Great Place to Work
Easy, inexpensive ways to attract, retain and motivate high-performance workers. Also a primer on developing your natural creative thinking and problem solving abilities.
ACKNOWLEDGMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . XV
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
PA R T 1 TAPPING YOUR NATURAL WEIRDNESS
(aka Creative Thinking & Problem-Solving)
Three Barriers to Creativity . . . . . . . . . . . . . . . . . . . . 8
Second Right Answers . . . . . . . . . . . . . . . . . . . . . . . 13
In Search of QWERTYUIOPs . . . . . . . . . . . . . . . . . 16
Whatiffing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Let Your Fingers Do the Thinking . . . . . . . . . . | |  | | Weirdos in the Workplace! The New Normal
Consultant Putzier begins his foray into the work world of high performers with "There is always a talent shortage." His point? That corporations today must accept the so-called weirdos for their contributions, after distinguishing whether they're truly adding value or simply are annoying and irritating. The tools he uses to measure his contention include behavioral and organizational change maps and step-by-step Venn diagrams with a path led by answers to specific questions. Before explaining the techniques, though, he spends good space describing and analyzing 32 different kinds of weirdos, from Circadian Charlie to System Tester Sam. He also delves into the emotional and mental composition of high performers, from their need for workplace flexibility and new technology to their responses to out-of-the-ordinary incentives and to risk and bureaucracy. The bottom line is his fervent belief that, without a good understanding and toleration of the weirdos (aka Albert Einstein, among others), this planet will be a much less productive and innovative place in which to work and live.
One employee always wears the same outfit to work, another talks to herself all day, another moonlights as a stripper, another has fierce body odor, and still another adorns his cubicle with hateful messages about his boss. As a manager, what should you do about such behavior? The best answers aren’t obvious! Your most innovative and productive people are often your strangest, and while weirdness can be rooted in brilliance, it can also be a real annoyance that serves no purpose.
Like it or not, as modern culture embraces the individual, weirdos—anyone different from you!—become more comm |
|
|
|
