1. In the chicken experiment, the researchers found that the way chickens were raised and their social structure affected their overall productivity. The experiment involved different groups of chickens, some with a standard pecking order and others without. The groups without a pecking order outperformed the others, even though they had the same resources. This experiment is relevant because it shows that traditional hierarchy may not always lead to the best outcomes.
2. Many organizations and societies have often been run with a strict hierarchy, where power and decision-making authority is concentrated at the top. This traditional top-down approach has been prevalent for the past 50 years, with leaders at the top making all major decisions and holding the key to success.
3. The three characteristics that make some groups more successful than others are the following: diversity, equality, and a sense of belonging. Diversity allows for different perspectives and ideas to be brought to the table, leading to better problem-solving and decision-making. Equality ensures that everyone's contributions are valued and that no one is dominated by others. A sense of belonging creates a positive and inclusive environment where individuals feel comfortable expressing their ideas and taking risks.
4. The key to success for these groups is creating a culture of psychological safety, where people feel safe to take risks, share opinions, and be their authentic selves. This creates an environment of openness and collaboration, leading to increased innovation and better overall performance.
5. The action that routinely outperforms individual intelligence is collective intelligence. When individuals work together, pooling their knowledge and skills, they are able to solve complex problems and make better decisions than they would on their own. Collective intelligence leverages the diverse perspectives and expertise of a group to achieve better outcomes.
6. Helpfulness doesn't happen naturally because people are often caught up in their own individual goals and success. Traditional organizational structures and cultures may not emphasize or reward collaboration or helpfulness, leading to a lack of motivation for individuals to go out of their way to assist others.
7. Some companies are encouraging relationships amongst co-workers by fostering a culture of collaboration and teamwork. They create spaces for employees to interact and collaborate, such as open office layouts, shared spaces, and team-building activities. These companies also promote a sense of community and belonging, where employees feel connected to each other and are encouraged to help one another.
8. The thing people need most in the workplace is a sense of purpose and meaningful connection. They want to feel like their work matters and that they are part of something bigger than themselves. People need to feel valued and appreciated for their contributions and have a sense of belonging to a supportive community.
9. Social capital refers to the networks of relationships and connections between individuals in a group or community. It is based on trust, reciprocity, and cooperation. Social capital creates a supportive and collaborative environment, enabling individuals to access resources, information, and support. To make social capital happen, you need to invest in building relationships, fostering trust, and creating opportunities for networking and collaboration.
10. The problem with superstars is that they can often hinder collective intelligence and teamwork. Superstars may prioritize their own success and recognition over collaboration, causing friction within a group and hindering the flow of ideas and knowledge sharing. Their dominance can also discourage others from speaking up or contributing, leading to a loss of diversity of perspectives and potential innovative solutions.
Watch the following Ted Talks video. Respond to the questions in complete sentences and full detail.
Forget the Pecking Order
1. Briefly describe the chicken experiment. Why is it relevant?
2. How have many organizations (and societies) often been run over the past 50 years?
3. What are the 3 characteristics that makes some groups more successful than others?
How/Why?
4. What is the key to success for these groups?
5. What action routinely out performs individual intelligence?
6. Why doesn't helpfulness happen naturally?
7. What are some companies doing to encourage relationships amongst co-workers?
8. What do people need most in the workplace?
9. What is social capital? What does it do? And what do you need to make this happen?
10. What is the problem with superstars?
1 answer