Learned misbehaviours

Jack Yan at Proton Business School, IndorePreparing for one of my Swedish speeches, I came across this, which I delivered in India in December 2008:

If you ever get to read Michael Lewis’s writings about the US financial industry, you’ll learn that a lot of people within there do not know what they are doing or why they are doing it. There is just a series of coded behaviours and no one remembers the reasons behind it …
   If you can separate what is being done because of learned behaviours—or should I say misbehaviours—and what is being done because the principles are correct, you have already come a long way in dealing with international business.
   The only way to break the cycle is to communicate with people, and get them as passionate about your brand as you are about it. Because you might just discover that despite more entrenched companies operating in your industry, they may well be helmed by management who do not care or do not remember just what their brands stand for.

   This is exactly where ‘having council experience’ has got Wellington. It is a crash course in learning misbehaviours. And the more you learn, the less relevant you become to Wellingtonians as a representative of the city.
   This is why I am heading over (on my own money, I should add): to get even more world-class examples and create even more networks should I be elected mayor.

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3 thoughts on “Learned misbehaviours

  1. The statement in this post are so true. Many people don’t want to ‘do’ their jobs, they just want to keep them. They will follow a prescribed method of application, even if their own instincts tell them it won’t work. Explain everything from VOX’s downfall to the banking horrors we’ve been experiencing…

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