HROB 2090 Chapter Notes - Chapter 1 - 11: Ricardo Semler, Susan Cain, Adam Grant

• School: University of Guelph
• Department: Human Resources and Organizational Behaviour
• Course: HROB 2090
• Professor: Thomas Sasso

Document Summary

Pattern to how leaders think, act and communicate. Why: few know why they do what they do, not make a pro t (result) whats your cause/belief. why organization exists and why you should care. Inspiring leaders work from the inside out: Common message: what (we make good computers), how (theyre beautifully made and easy to use) want to buy one. How apple says it: why (everyhtign we do we believe and challenge the status quo) how (beautiful design to challenge status quo) just happen to make good computers want to buy one. People dont buy what you do they buy why you do it : tim brown tales of creativity and play . Embraced of showing ideas to our peer and people around us, causes us to hold back our thinking. Friendship gives trust and allows to take creative design (treat coworkers as friends) Creative companies have symbols to remind people to be playful and creative.