Offices are not our natural habitat. Leadership is easier when we understand the nine instincts that still drive human behaviour<b>.</b><br /> <br />With the Industrial Revolution only 250 years ago, we left our hunting, gathering and village societies to work in offices and factories. The behaviour that ensured our ancestors' survival on the savannah plains of Africa over the millennia is alive and well in today's workplaces. The nine instincts explain the reasons, and the solutions, to the challenges that leaders commonly face. <br /> <br />Based on the author's wide experience in large organisations combined with witty true stories of chimps from Gombe, Tanzania and Taronga Zoo, Sydney, <i>Hardwired Humans</i> explains the psychology behind the human instincts of social behaviour. <br /> <br />As you read this entertaining book, you will learn how the instincts of <b>clan connections</b>,<b> hierarchy</b>,<b> gossip</b>,<b> politics</b>,<b> snap judgments</b>,<b> status displays </b>and<b> sexual competition </b>continue to drive modern office interactions just as they have driven human interaction for millennia. <br /> <br />The book shares a practical framework that helps makes sense of human behaviour and allows leaders to manage more effectively.<br /> <br />In a note introducing the book, Dr Jane Goodall calls it a '<i>compelling book'</i>. <br /> <br />The <i>Australian Financial Review Boss </i>magazine highly recommends the book as one '<i>that will captivate anyone who finds the "people stuff" confounding</i>.'
Оглавление
Andrew O'Keeffe. Hardwired Humans
Contents
A note From Dr Jane Goodall
Why We Behave the Way We Do
Instinct 1. Social Belonging
Instinct 2. Hierarchy and Status
Instinct 3. Emotions Before reason
Instinct 4. First Impressions to Classify
Instinct 5. Loss Aversion
Instinct 6. Gossip
Instinct 7. Empathy and Mind Reading
Instinct 8. Confidence Before Realism
Instinct 9. Contest and Display
Organisational Behaviours that Now Make More Sense
Appendix The 9 Human Instincts Defined
Acknowledgments
Notes
References
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Also by Andrew O’Keeffe
The Boss
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Flight Centre is a global organisation employing around 14,000 people in the travel industry. The company is regularly awarded Best Employer status in countries where it operates. One reason for its ongoing success is that it bases its organisational structure on human instinct principles which it calls ‘family, village and tribe’. In its retail travel stores, call centres and central functions, Flight Centre has teams of no more than seven staff. According to the Human Resources Director, Michael Murphy, ‘Any time we compromised the rule of seven and even had eight staff in a store, productivity dropped. From painful experience, we will not compromise team size, our family team, of seven in number. This family unit is a foundation of our business, both in terms of the connection of people and the accountability of managers.’
For Flight Centre, if a store is generating business that justifies more than seven people then the company opens another store in the same neighbourhood. The company will pay the extra infrastructure costs of a second store rather than suffer the predictable decline in productivity that accompanies a team larger than seven.
