2. What are we Planning To Discuss TODAY ? ? ?. . .
3. ● Obviously, we are here to Talk about – CRITICAL THINKING,
But, Before that…. Lets address some questions.
What are we Planning To Discuss TODAY ? ? ?. . .
4. Q1. Have you met someone in a meeting, who was knowingly / un-knowingly speaking ir-
relevant things about the Topic ?
What are we Planning To Discuss TODAY ? ? ?. . .
5. Q1. Have you met someone in a meeting, who was knowingly / un-knowingly speaking ir-
relevant things about the Topic ?
Q2. Have you met someone who was knowingly / un-knowingly deciding things based on
favouritism / bias and not based on objective assessment ?
What are we Planning To Discuss TODAY ? ? ?. . .
6. Q1. Have you met someone in a meeting, who was knowingly / un-knowingly speaking ir-
relevant things about the Topic ?
Q2. Have you met someone who was knowingly / un-knowingly deciding things based on
favouritism / bias and not based on objective assessment ?
Q3. Have you met someone who was knowingly / un-knowingly trying to act like they
know the ANSWER / SOLUTION when infact it is clear they do not know much ?
What are we Planning To Discuss TODAY ? ? ?. . .
7. Q1. Have you met someone in a meeting, who was knowingly / un-knowingly speaking ir-
relevant things about the Topic ?
Q2. Have you met someone who was knowingly / un-knowingly deciding things based on
favouritism / bias and not based on objective assessment ?
Q3. Have you met someone who was knowingly / un-knowingly trying to act like they
know the ANSWER / SOLUTION when infact it is clear they do not know much ?
Q4. Have you come across someone who, knowingly / unknowingly ignores the Facts /
Data because it is against his / her opinion ?
What are we Planning To Discuss TODAY ? ? ?. . .
8. What are your Answers?
What are we Planning To Discuss TODAY ? ? ?. . .
9. What are your Answers?
Have you answered “YES” to any of the questions asked ??
What are we Planning To Discuss TODAY ? ? ?. . .
10. What are your Answers?
Have you answered “YES” to any of the questions asked ??
At that time, What happened to your
(a) mental state
What are we Planning To Discuss TODAY ? ? ?. . .
11. What are your Answers?
Have you answered “YES” to any of the questions asked ??
At that time, What happened to your
(a) mental state
(b) judgment / opinion about that person and
What are we Planning To Discuss TODAY ? ? ?. . .
12. What are your Answers?
Have you answered “YES” to any of the questions asked ??
At that time, What happened to your
(a) mental state
(b) judgment / opinion about that person and
(c) understanding of what is happening to common goal / purpose
What are we Planning To Discuss TODAY ? ? ?. . .
13. What are your Answers?
Would you also have acted in any of the pre - discussed manners?
What are we Planning To Discuss TODAY ? ? ?. . .
14. What are your Answers?
Would you also have acted in any of the pre - discussed manners?
Would your Subordinates / Co-workers / Managers / Family Members also say
“YES - He / She Did act like that” about you
What are we Planning To Discuss TODAY ? ? ?. . .
15. What are we Planning To Discuss TODAY ? ? ?. . .
16. ● What is NOT Critical Thinking ?
What are we Planning To Discuss TODAY ? ? ?. . .
17. ● What is NOT Critical Thinking ?
● What is Critical Thinking ?
What are we Planning To Discuss TODAY ? ? ?. . .
18. ● What is NOT Critical Thinking ?
● What is Critical Thinking ?
● Obstacles to Critical Thinking & Promoting Critical Thinking @ Self - Level
What are we Planning To Discuss TODAY ? ? ?. . .
19. ● What is NOT Critical Thinking ?
● What is Critical Thinking ?
● Obstacles to Critical Thinking & Promoting Critical Thinking @ Self - Level
● Promoting Critical Thinking in Subordinates
What are we Planning To Discuss TODAY ? ? ?. . .
20. ● What is NOT Critical Thinking ?
● What is Critical Thinking ?
● Obstacles to Critical Thinking & Promoting Critical Thinking @ Self - Level
● Promoting Critical Thinking in Subordinates
● Promoting Critical Thinking among Groups / Teams / Departments
What are we Planning To Discuss TODAY ? ? ?. . .
22. ● Jumping to Conclusions
What is NOT Critical Thinking ??? . . .
23. ● Jumping to Conclusions
● Fail to think of consequences
What is NOT Critical Thinking ??? . . .
24. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
What is NOT Critical Thinking ??? . . .
25. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
What is NOT Critical Thinking ??? . . .
26. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
● Ask Vague Questions, give
vague answers
What is NOT Critical Thinking ??? . . .
27. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
● Ask Vague Questions, give
vague answers
● Confuse questions of diff types
What is NOT Critical Thinking ??? . . .
28. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
● Ask Vague Questions, give
vague answers
● Confuse questions of diff types
● Answer questions that are not
asked / don’t know answer to
What is NOT Critical Thinking ??? . . .
29. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
● Ask Vague Questions, give
vague answers
● Confuse questions of diff types
● Answer questions that are not
asked / don’t know answer to
What is NOT Critical Thinking ??? . . .
● Ignore Data not supporting our
opinion
30. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
● Ask Vague Questions, give
vague answers
● Confuse questions of diff types
● Answer questions that are not
asked / don’t know answer to
What is NOT Critical Thinking ??? . . .
● Ignore Data not supporting our
opinion
● Reach unreasonable conclusions
31. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
● Ask Vague Questions, give
vague answers
● Confuse questions of diff types
● Answer questions that are not
asked / don’t know answer to
What is NOT Critical Thinking ??? . . .
● Ignore Data not supporting our
opinion
● Reach unreasonable conclusions
● Fail to notice our assumptions
32. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
● Ask Vague Questions, give
vague answers
● Confuse questions of diff types
● Answer questions that are not
asked / don’t know answer to
What is NOT Critical Thinking ??? . . .
● Ignore Data not supporting our
opinion
● Reach unreasonable conclusions
● Fail to notice our assumptions
● Unaware of our own prejudices
33. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
● Ask Vague Questions, give
vague answers
● Confuse questions of diff types
● Answer questions that are not
asked / don’t know answer to
What is NOT Critical Thinking ??? . . .
● Ignore Data not supporting our
opinion
● Reach unreasonable conclusions
● Fail to notice our assumptions
● Unaware of our own prejudices
● Come to wrong conclusions
34. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
● Ask Vague Questions, give
vague answers
● Confuse questions of diff types
● Answer questions that are not
asked / don’t know answer to
What is NOT Critical Thinking ??? . . .
● Ignore Data not supporting our
opinion
● Reach unreasonable conclusions
● Fail to notice our assumptions
● Unaware of our own prejudices
● Come to wrong conclusions
● Think egocentrically,
ethnocentrically, irrationally
35. ● Jumping to Conclusions
● Fail to think of consequences
● Focus on Trivial
● Fail to notice contradictions
● Ask Vague Questions, give
vague answers
● Confuse questions of diff types
● Answer questions that are not
asked / don’t know answer to
What is NOT Critical Thinking ??? . . .
● Ignore Data not supporting our
opinion
● Reach unreasonable conclusions
● Fail to notice our assumptions
● Unaware of our own prejudices
● Come to wrong conclusions
● Think egocentrically,
ethnocentrically, irrationally
● Unaware of self prejudices
36. ● But do we still do some / all of it at different situations Knowingly /
Unknowingly?
YES / NO
What is NOT Critical Thinking ??? . . .
37. ● Can you TRY and Tell me in your own words…
NOW….
38. ● Can you TRY and Tell me in your own words…
what is CRITICAL THINKING ???
NOW….
39. CRITICAL THINKING
● CRITICAL THINKING as per HARVARD BUSINESS PUBLISHING IS:
“The Disciplined Art of ensuring that you are using your best
logical thinking you are capable of - in any set of circumstances –
which entails asking Questions…”
41. CRITICAL THINKING
● CRITICAL THINKING as per HARVARD BUSINESS PUBLISHING IS:
Asking Questions Such as
- What is really happening in this situation?
42. CRITICAL THINKING
● CRITICAL THINKING as per HARVARD BUSINESS PUBLISHING IS:
Asking Questions Such as
- What is really happening in this situation?
- Am I deceiving myself when I believe that?
43. CRITICAL THINKING
● CRITICAL THINKING as per HARVARD BUSINESS PUBLISHING IS:
Asking Questions Such as
- What is really happening in this situation?
- Am I deceiving myself when I believe that?
- What are the likely consequences of failing to understand?
44. CRITICAL THINKING
● CRITICAL THINKING as per HARVARD BUSINESS PUBLISHING IS:
Asking Questions Such as
- What is really happening in this situation?
- Am I deceiving myself when I believe that?
- What are the likely consequences of failing to understand?
- If I want to do X in this situation, what is the best way to prepare?
45. CRITICAL THINKING
● CRITICAL THINKING as per HARVARD BUSINESS PUBLISHING IS:
Asking Questions Such as
- What is really happening in this situation?
- Am I deceiving myself when I believe that?
- What are the likely consequences of failing to understand?
- If I want to do X in this situation, what is the best way to prepare?
- If not how can I be more successful with Y
46. CRITICAL THINKING
● CRITICAL THINKING as per HARVARD BUSINESS PUBLISHING IS:
Asking Questions Such as
- What is really happening in this situation?
- Am I deceiving myself when I believe that?
- What are the likely consequences of failing to understand?
- If I want to do X in this situation, what is the best way to prepare?
- If not how can I be more successful with Y
- Is this really my biggest problem or do I need my focus on something else?
53. How to
● Promote and Practice Critical Thinking with Self ?
● Promote and Practice Critical Thinking among Subordinates ?
● Promote and Practice Critical Thinking among Teams?
57. As Individuals, we all suffer PERCEPTION BIAS
● OVERCONFIDENCE BIAS : We think we Know more than we really
do. And extreme form is ARROGANCE
58. As Individuals, we all suffer PERCEPTION BIAS
● OVERCONFIDENCE BIAS
● CONFIRMATION BIAS : Already formed an Opinion, and we only
Selectively seek information / data that supports our opinion
and ignore or reject facts that counters our Opinion.
59. As Individuals, we all suffer PERCEPTION BIAS
● OVERCONFIDENCE BIAS
● CONFIRMATION BIAS
● ANCHORING BIAS : Our Tendency to FIXATE on the First / Initial
information that we come across and failing to adjust to additional
new information. This can be used as a tool in negotiation.
60. As Individuals, we all suffer PERCEPTION BIAS
● OVERCONFIDENCE BIAS
● CONFIRMATION BIAS
● ANCHORING BIAS
● AVAILABILITY BIAS : Making a choice / decision with already available
information / data
61. As Individuals, we all suffer PERCEPTION BIAS
● OVERCONFIDENCE BIAS
● CONFIRMATION BIAS
● ANCHORING BIAS
● AVAILABILITY BIAS
● ESCALATION OF COMMITMENT : Staying with a DECISION even if we clearly
know it is WRONG - because we have spent so much TIME and MONEY already.
64. BEST SELLING CARS – Sept 2022
● GERMANY : No. 1 spot TESLA Model Y (9846 units) – dethroned VW Polo (7095
Units)
65. BEST SELLING CARS – Sept 2022
● GERMANY : No. 1 spot TESLA Model Y (9846 units) – dethroned VW Polo (7095
Units)
● NORWAY : No. 1 spot TESLA Model Y
66. BEST SELLING CARS – Sept 2022
● GERMANY : No. 1 spot TESLA Model Y (9846 units) – dethroned VW Polo (7095
Units)
● NORWAY : No. 1 spot TESLA Model Y
● UK : No. 2 spot TESLA MODEL Y No. 2 Spot
67. BEST SELLING CARS – Sept 2022
● GERMANY : No. 1 spot TESLA Model Y (9846 units) – dethroned VW Polo (7095
Units)
● NORWAY : No. 1 spot TESLA Model Y
● UK : No. 2 spot TESLA MODEL Y No. 2 Spot
● SWEDEN : 5th spot TESLA Model 3
68. BEST SELLING CARS – Sept 2022
● GERMANY : No. 1 spot TESLA Model Y (9846 units) – dethroned VW Polo (7095 Units)
● NORWAY : No. 1 spot TESLA Model Y
● UK : No. 2 spot TESLA MODEL Y No. 2 Spot
● SWEDEN : 5th spot TESLA Model 3
● CALIFORNIA : No. 1 & 2 Spot TESLA Model Y, Model 3, dethroned TOYOTA Camry, RAV4
69. BEST SELLING CARS – Sept 2022
● GERMANY : No. 1 spot TESLA Model Y (9846 units) – dethroned VW Polo (7095 Units)
● NORWAY : No. 1 spot TESLA Model Y
● UK : No. 2 spot TESLA MODEL Y No. 2 Spot
● SWEDEN : 5th spot TESLA Model 3
● CALIFORNIA : No. 1 & 2 Spot TESLA Model Y, Model 3, dethroned TOYOTA Camry, RAV4
17% of
Global Vehicle Sales for SEPT 2022 was EVs
71. BMW CEO – Oliver Zipse : “We believe demand for ICE
Vehicles will be strong for next 50 more years. EV adoption
will be slow. BMW has no plans to stop developing internal
combustion engines because demand for ICE vehicles will
remain robust for many years to come. (6 Feb 2022)”.
72. TOYOTA CEO - AKIO TOYODA :, EVs are just going to take
longer to become mainstream than media would like us to
believe. Our Plan remains the same, pleasing the widest
possible range of customers with the widest possible range of
powertrains – including ICE hybrids – 02 OCT 2022
73. Ford CEO – Jim Farley : We have too many people, we have too
much investment, we have too much complexity and we don’t have
expertise in transitioning our assets,” Jim Farley, Ford’s chief executive
officer, said at a Wolfe Research auto conference Wednesday. “This
management team firmly believes that our ICE and BEV portfolios will
be under-earning. But we cannot stop ICE immediately” (22 Feb,
2022)
77. Promoting CR Among Subordinates - Ways to Manage
● TASK ORIENTEDNESS:
○ Places Maximum importance on the Job, Outputs, Achievements of Targets / Deadlines.
○ Lays importance on Rules, Instructions – SOPs, Authority
○ Doesn’t hesitate to choose Outcomes over Employee (s)
78. Promoting CR Among Subordinates - Ways to Manage
● TASK ORIENTEDNESS:
○ Places Maximum importance on the Job, Outputs, Achievements of Targets / Deadlines.
○ Lays importance on Rules, Instructions – SOPs, Authority
○ Doesn’t hesitate to choose Outcomes over Employee (s)
● RELATIONSHIP ORIENTEDNESS:
○ Places emphasis on building positive Relationship
○ Emphasis on Trust, Delegation, Participative
○ In the event of Job Outcomes, willing to choose People and Training
79. Promoting CR Among Subordinates - What Style works
When?
WILLING
UNWILLING
ABLE
UNABLE
Show
Participative
Style
+
Supportive
STAY OUT THE
WAY
Just Appreciate !
Give Specific
Directions
Step by step
instructions
Show
High Task Orientation
+
High Relationship
Orientation
80. Promoting CR Among Subordinates – 4 Levels
● Level 1: EXECUTION Level (able to follow Instructions)
● Level 2: SYNTHESIZE (able to draw insights from Data)
● Level 3: RECOMMEND (able to Recommend)
● Level 4: GENERATE (able to Create)
81. Promoting CR Among Subordinates – 4 Levels
EXECUTION
LEVEL
SYNTHESIZE
LEVEL
Make
RECOMMENDATIONS
Level
GENERATE
Level
82. Promoting CR Among Subordinates – Execution Level
EXECUTION Level (able to follow Instructions)
83. Promoting CR Among Subordinates – Execution Level
EXECUTION Level (able to follow Instructions)
- Do they complete all part of assigned instructions?
84. Promoting CR Among Subordinates – Execution Level
EXECUTION Level (able to follow Instructions)
- Do they complete all part of assigned instructions?
- Do they complete on TIME
85. Promoting CR Among Subordinates – Execution Level
EXECUTION Level (able to follow Instructions)
- Do they complete all part of assigned instructions?
- Do they complete on TIME
- Do they complete at the expected Quality
86. Promoting CR Among Subordinates – Execution Level
EXECUTION Level (able to follow Instructions)
- Do they complete all part of assigned instructions?
- Do they complete on TIME
- Do they complete at the expected Quality
If NOT
- Ask them to repeat the Instructions orally to gauge their
understanding
-
87. Promoting CR Among Subordinates – Execution Level
EXECUTION Level (able to follow Instructions)
- Do they complete all part of assigned instructions?
- Do they complete on TIME
- Do they complete at the expected Quality
If NOT
- Ask them to repeat the Instructions orally to gauge their
understanding
- Start with smaller assignments with shorter deadlines
88. Promoting CR Among Subordinates – Execution Level
EXECUTION Level (able to follow Instructions)
- Do they complete all part of assigned instructions?
- Do they complete on TIME
- Do they complete at the expected Quality
If NOT
- Ask them to repeat the Instructions orally to gauge their
understanding
- Start with smaller assignments with shorter deadlines
- After completion ask them to explain how they did it, can they improve
89. Promoting CR Among Subordinates – Execution Level
EXECUTION Level (able to follow Instructions)
- Do they complete all part of assigned instructions?
- Do they complete on TIME
- Do they complete at the expected Quality
If NOT
- Ask them to repeat the Instructions orally to gauge their understanding
- Start with smaller assignments with shorter deadlines
- After completion ask them to explain how they did it, can they improve
If they start making suggestions then they are reaching the next level of CR
90. Promoting CR Among Subordinates – Synthesis Level
SYNTHESIS Level (able to draw insights)
91. Promoting CR Among Subordinates – Synthesis Level
SYNTHESIS Level (able to draw insights)
- Can they identify all important and unimportant Insights?
92. Promoting CR Among Subordinates – Synthesis Level
SYNTHESIS Level (able to draw insights)
- Can they identify all important and unimportant Insights?
- Can they communicate important Insights clearly and succinctly ?
93. Promoting CR Among Subordinates – Synthesis Level
SYNTHESIS Level (able to draw insights)
- Can they identify all important and unimportant Insights?
- Can they communicate important Insights clearly and succinctly ?
If NOT
- Ask them to share their observations after the Job / meeting
94. Promoting CR Among Subordinates – Synthesis Level
SYNTHESIS Level (able to draw insights)
- Can they identify all important and unimportant Insights?
- Can they communicate important Insights clearly and succinctly ?
If NOT
- Ask them to share their observations after the Job / meeting
- Ask them the Top 3 / Top 5 important points they noticed
95. Promoting CR Among Subordinates – Synthesis Level
SYNTHESIS Level (able to draw insights)
- Can they identify all important and unimportant Insights?
- Can they communicate important Insights clearly and succinctly ?
If NOT
- Ask them to share their observations after the Job / meeting
- Ask them the Top 3 / Top 5 important points they noticed
- Ask them the decisions they may make based on the points observed
96. Promoting CR Among Subordinates – Synthesis Level
SYNTHESIS Level (able to draw insights)
- Can they identify all important and unimportant Insights?
- Can they communicate important Insights clearly and succinctly ?
If NOT
- Ask them to share their observations after the Job / meeting
- Ask them the Top 3 / Top 5 important points they noticed
- Ask them the decisions they may make based on the points observed
If they start making recommendations then they are reaching the next level of
CR
97. Promoting CR Among Subordinates – RECOMMEND Level
Recommend Level (able to make Recommendations after comparative analysis)
98. Promoting CR Among Subordinates – RECOMMEND Level
Recommend Level (able to make Recommendations after comparative analysis)
- Do they always make recommendations instead of asking you for
solutions
99. Promoting CR Among Subordinates – RECOMMEND Level
Recommend Level (able to make Recommendations after comparative analysis)
- Do they always make recommendations instead of asking you for
solutions
- Do they also explain the negatives of their own recommendations
neutrally?
-
100. Promoting CR Among Subordinates – RECOMMEND Level
Recommend Level (able to make Recommendations after comparative analysis)
- Do they always make recommendations instead of asking you for
solutions
- Do they also explain the negatives of their own recommendations
neutrally?
- Do they truthfully explain the alternatives to their own
recommendation?
101. Promoting CR Among Subordinates – RECOMMEND Level
Recommend Level (able to make Recommendations after comparative analysis)
- Do they always make recommendations instead of asking you for
solutions
- Do they also explain the negatives of their own recommendations
neutrally?
- Do they truthfully explain the alternatives to their own
recommendation?
- Are they also sharing the Data based on which they make
recommendations ?
102. Promoting CR Among Subordinates – RECOMMEND Level
Recommend Level (able to make Recommendations after comparative analysis)
- Do they always make recommendations instead of asking you for solutions
- Do they also explain the negatives of their own recommendations
neutrally?
- Do they truthfully explain the alternatives to their own recommendation?
- Are they also sharing the Data based on which they make
recommendations ?
If NOT
- Ask them to share their solutions before giving solutions
103. Promoting CR Among Subordinates – RECOMMEND Level
Recommend Level (able to make Recommendations after comparative analysis)
- Do they always make recommendations instead of asking you for solutions
- Do they also explain the negatives of their own recommendations neutrally?
- Do they truthfully explain the alternatives to their own recommendation?
- Are they also sharing the Data based on which they make recommendations ?
If NOT
- Ask them to share their solutions before giving solutions
- Ask them to explain the Data / Facts they would consider for recommendation
104. Promoting CR Among Subordinates – RECOMMEND Level
Recommend Level (able to make Recommendations after comparative analysis)
- Do they always make recommendations instead of asking you for solutions
- Do they also explain the negatives of their own recommendations neutrally?
- Do they truthfully explain the alternatives to their own recommendation?
- Are they also sharing the Data based on which they make recommendations ?
If NOT
- Ask them to share their solutions before giving solutions
- Ask them to explain the Data / Facts they would consider for recommendation
- Ask them to also explain the negative impacts of their recommendations
105. Promoting CR Among Subordinates – RECOMMEND Level
Recommend Level (able to make Recommendations after comparative analysis)
- Do they always make recommendations instead of asking you for solutions
- Do they also explain the negatives of their own recommendations neutrally?
- Do they truthfully explain the alternatives to their own recommendation?
- Are they also sharing the Data based on which they make recommendations ?
If NOT
- Ask them to share their solutions before giving solutions
- Ask them to explain the Data / Facts they would consider for recommendation
- Ask them to also explain the negative impacts of their recommendations
If they start making Roll-Out then they are reaching the next level of CR
106. Promoting CR Among Subordinates – GENERATE Level
GENERATE Level (able to make detailed Implementation Plans for Ideas / Visions)
107. Promoting CR Among Subordinates – GENERATE Level
GENERATE Level (able to make detailed Implementation Plans for Ideas / Visions)
- Do they propose High Value work not logically part of their Job
108. Promoting CR Among Subordinates – GENERATE Level
GENERATE Level (able to make detailed Implementation Plans for Ideas / Visions)
- Do they propose High Value work not logically part of their Job
- Can they convert Your and Their ideas / visions into an Execution
Calendar
109. Promoting CR Among Subordinates – GENERATE Level
GENERATE Level (able to make detailed Implementation Plans for Ideas / Visions)
- Do they propose High Value work not logically part of their Job
- Can they convert Your and Their ideas / visions into an Execution
Calendar
- Can they clearly make a Cost Benefit analysis of the implementation
plan
110. Promoting CR Among Subordinates – GENERATE Level
GENERATE Level (able to make detailed Implementation Plans for Ideas / Visions)
- Do they propose High Value work not logically part of their Job
- Can they convert Your and Their ideas / visions into an Execution
Calendar
- Can they clearly make a Cost Benefit analysis of the implementation
plan
If NOT
- Include them in your own Implementation Plan making efforts
111. Promoting CR Among Subordinates – GENERATE Level
GENERATE Level (able to make detailed Implementation Plans for Ideas / Visions)
- Do they propose High Value work not logically part of their Job
- Can they convert Your and Their ideas / visions into an Execution
Calendar
- Can they clearly make a Cost Benefit analysis of the implementation
plan
If NOT
- Include them in your own Implementation Plan making efforts
- Invite them to Brainstorming sessions
112. Promoting CR Among Subordinates – GENERATE Level
GENERATE Level (able to make detailed Implementation Plans for Ideas / Visions)
- Do they propose High Value work not logically part of their Job
- Can they convert Your and Their ideas / visions into an Execution
Calendar
- Can they clearly make a Cost Benefit analysis of the implementation
plan
If NOT
- Include them in your own Implementation Plan making efforts
- Invite them to Brainstorming sessions
- Together with them, vet the different alternatives based on merit
117. Promote CR within TEAMs & among TEAMs – TESLA Structure
DIGITAL SELF-MANAGEMENT
● Upon Joining you are loaded with APPs and AI algorithm on your phone
● You are allowed to see all the challenges, the people who are working on it, and the
impact of those challenges
● You can propose ideas, create teams with members from across the company to
address a challenge.
But ENOUGH TALK,
Lets Watch a VIDEO (of a senior employee from TESLA)
118. Promote CR within TEAMs and among TEAMs – TESLA Culture
SLEEP AT THE SITE OF BOTTLENECK / PROBLEM LOCATION
SHARED OWNERSHIP of a PROBLEM – NO BLAMING / FINGER POINTING
Lets Watch a VIDEO (of a senior employee from TESLA)
