개인의 책임감 고취: 행동과 결과의 변화

### 개인적 책임감의 힘: 육아 및 리더십의 교훈
* 👨 ↪f_200D↩👧‍👧 연사는 **딸들을 제시간에 퇴근시키기 위해 고군분투**했던 유머러스한 일화를 공유하며, 다른 사람에게 책임을 지우는 것이 얼마나 어려운 일인지 강조합니다.
* 🔍 습관 1: "탓하지 마세요." **비난은 투쟁-도피 반응을 촉발**하여 뇌의 문제 해결 부위를 차단합니다. 연구에 따르면 **비난 문화는 학습과 책임감을 저해**하는 것으로 나타났습니다.
* 습관 2: "거울을 보세요." 화자는 문제에서 자신의 역할을 되돌아보며 책임감 있는 모습을 보여주지 못했음을 깨닫습니다. 이 습관은 **사람들이 실수를 인정해도 안전**하다고 느끼는 문화를 조성합니다.
* 🔧 습관 3: "해결책을 설계하세요." 화자는 비난하는 대신 행동에 영향을 미치는 환경적 요인을 파악합니다. 그는 **프로세스를 단순화(시계와 일정표를 제시)**함으로써 딸들이 주도권을 가질 수 있도록 힘을 실어줍니다.
* 👥 연사는 이러한 습관이 **CEO와 관리자뿐만 아니라 다른 사람의 발전**을 돕기 위해 노력하는 모든 개인에게 필요하다고 강조합니다.
* 🧠 리더는 개인의 책임감을 모델링함으로써 다른 사람에게도 동일한 행동을 유도할 수 있습니다. 연사는 이를 **"일종의 마법"**이라고 부르며 다양한 상황에서 문제와 해결책에 대한 주인의식을 갖는 것이 중요하다고 강조합니다.
* 💼 개인적 책임감의 세 가지 습관은 **리더십 팀의 성과를 향상**시켜 사람들이 실수를 기꺼이 인정하고 해결책을 위해 노력하는 문화를 조성하는 것으로 입증되었습니다.
* 🌍 연사는 **직장, 가정, 사회에서 더 많은 사람들이 주인의식을 가져야 한다**는 점을 강조하며 이러한 행동을 모범으로 삼으면 다른 사람들도 이를 따를 것이라고 강조하며 마무리합니다.

남을 탓하지 않고 거울을 보며 솔루션을 설계함으로써 책임감을 고취하고 다른 사람의 성과를 높일 수 있습니다.

Are there any other parents here who have struggled to get
your kids out the door on time? (Laughter) So, you know, right? It's like herding kittens. (Laughter) My wife and I would start
nagging our three daughters long before it was time to leave, but that obviously wasn't working because we were always
late for everything. But one day was a complete Gong Show. Five minutes before we needed
to leave for an important event, I found my oldest daughter
on the porch reading, my middle daughter was playing the piano, and my youngest daughter
wasn't wearing any socks. So I told them, Stop reading,
stop playing the piano, put on your socks,
and everybody get in the car. Five minutes later, nobody was in the car. (Laughter) On my way to help my youngest
daughter with her socks, I noticed my oldest daughter
was still on the porch reading. Now I'm starting to lose it.

Her response? I didn't hear you. But before I could say a word,
I heard the piano start playing again. (Laughter) And that's the story
of how I lost my mind. The end. (Laughter) I just wanted my daughters
to take a little ownership for getting out the door on time. But then I remembered something
I teach management teams. You can't inspire accountability in others until you model it yourself. That's when I realized I wasn't taking
any accountability for this problem. I was blaming it totally on my daughters. So I tried a different approach
and looked in the mirror. What was I doing, or not doing, that may be contributing to this problem? Then it hit me. I knew when they needed
to be done breakfast, dressed, groomed, and ready to leave. But did they? I also knew what time it was, but there were no clocks
in their bathrooms, which I discovered is like
a different dimension from my girls.

where time ceases to exist. (Laughter) Solution: I put big clocks everywhere and posted the schedule in a common area. And you know what? It actually worked. Now we're not perfect at getting out the door in time, but it's much better than it was. I had fallen into the same trap that many people in leadership positions fall into, which is blaming other people for a problem without considering my part in it. While working with leadership teams, I discovered three powerful habits that elevate the performance of others. I call it the three habits of personal accountability. Habit one: Don't blame. Habit two: Look in the mirror. Habit three: Engineer the solution. This sequence of habits has an almost magical effect on other people's behavior. And you get better results. But this isn't just for CEOs and managers. We're all trying to help others be better, right? As a parent, a coworker, or a volunteer.

Here's why these habits work. Habit one: Don't blame. Think about the last time
you blamed someone for something. How did it turn out? Probably not well. That's because our brains interpret blame the same way they interpret
a physical attack. Blame triggers
the fight-or-flight response, which effectively shuts down
our prefrontal cortex, which is the problem-solving
part of our brain. So when I was getting angry
at my daughters, it wasn't motivating them. It was actually impairing
their brain function. Researcher Dr. Amy Edmondson
studied hospital teams to see how culture affects
people's willingness to report medical errors. She expected that the high-performing
teams would make fewer mistakes, but to her surprise, they reported more errors. Why? Because when people
aren't blamed for problems, they're more willing to admit
their mistakes and learn from them. But in cultures of blame,
people hide problems or point their finger at someone else.

No one is going to take accountability if they think they're going to be
blamed for doing so. Blame destroys teamwork, problem solving, learning, and initiative. In other words, blame
kills accountability. So what should we do instead? Habit two: Look in the mirror. Most of us are really good at noticing
other people's mistakes, but we're not so good at noticing
how we contribute to problems. One time, my assistant helped me mail out
hundreds of expensive marketing packages to prospective clients. Three weeks later, no responses. So I checked one of the cover letters. It read, Dear Mr. Smith, [insert company name here]. (Laughter) She missed one of the variable
fields in every letter. Thousands of dollars down the drain. Now, she felt awful and said,
This is totally my fault. I was thinking, You are darn right
this is totally your fault. (Laughter) But then I looked in the mirror

and I realized I didn't highlight
any of the variable fields in yellow like they are in all our other templates. If I had, she couldn't have missed it. Now, I'm not saying
that every problem is my fault. But if I look closely enough
at my problems, I can usually discover
how my actions or inactions contributed to them in some way. This is a profound insight because if I can see my part in a problem, I can do something about it. The next time you encounter
a problem, try this. Ask yourself: How may I
have contributed to this problem? I taught these principles
to a construction company and followed up a few weeks later
to see how things had changed. A project manager told me
the following story. Our general manager is a total blamer, and team meetings
usually turn into blame sessions. But the week after you taught
us these principles, that meeting went very differently. When our general manager
identified a problem,

he was about to lay into the person
who he thought was responsible. But then he stopped, put his head in his hand for a moment, then looked up and said, 'This is how I think
I contributed to the problem.' The mood in that meeting
changed instantly. And then I saw something
I have never seen before. Other people began
raising their hand, saying, 'No, boss, it wasn't just your fault. This is how I think
I contributed to the problem.' When leaders acknowledge
their part in problems first, it makes it safe for everybody
else to do the same. And if nobody else follows suit, then you've earned
the moral authority to ask, And how may you have contributed
to this problem? Before others will allow us
to hold them accountable, they must first see us
hold ourselves accountable. Now what if the cause of your problem
isn't what you think it is? Habit three: Engineer the solution.

When bad things happen, our brains are hardwired to blame the person closest to the mess
and ignore other causes. Fortunately, there's a fix. It's called systems thinking, which is noticing how environment
and processes influence behavior. Systems thinking emerged toward
the end of World War II, when the US Air Force noticed that a lot of their planes were crashing
without any mechanical problems. Their conclusion? Our pilots are idiots. (Laughter) So they engaged some consultants to help them select
less error-prone pilots. When the consultants investigated, they discovered they didn't have
a pilot problem. They had a cockpit problem. For instance, pilots confused gear handles
that looked and felt the same if they were located
right beside each other. Or they mixed up controls if they were in a different position,
in a different model of plane. Design better cockpits,
the consultants concluded, and you'll have fewer crashes. So the US Air Force
engineered the solution.

by simplifying cockpit design. Similarly, when I stopped
blaming my daughters, I noticed the environmental factors
that were influencing their behavior. I engineered the solution
by putting up clocks and a schedule so they had the information
they needed to take the initiative. Instead of asking, Whose fault is this? Ask: Where did the process break down? This question is your secret weapon
to short-circuit the blame game and find sustainable solutions
to your problems. Remember, you can't inspire accountability in others until you model it yourself. The next time you encounter a problem, test this sequence of habits
and watch it change your outcomes. Don't blame. Look in the mirror.
And engineer the solution. Be the change that you want to see in others. Our world is in desperate
need of more people who take ownership
of problems and solutions. In our workplaces, our homes, and in our society. And the secret is, as you model these behaviors,

So will those around you. It's kind of magic. Thank you. (Applause)

How to Claim Your Leadership Power | Michael Timms | TED

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아이들을 제시간에 등교시키는 것의 어려움

부모는 종종 자녀가 제 시간에 준비하도록 하기 위해 고군분투하지만 잔소리는 효과가 없는 것 같습니다.

화자는 아이들을 재촉하려다 혼란만 초래하고 책임감에 대한 깨달음을 얻게 됩니다.

화자는 딸들에게 책임감을 심어주기 위해서는 자신이 먼저 모범을 보이고 문제에 대한 다른 접근 방식을 취해야 한다는 것을 깨닫습니다.

큰 시계를 붙이고 스케줄을 작성하면 시간 엄수율이 향상되어 개인의 책임감 있는 습관이 미치는 영향을 보여줍니다.

세 가지 습관에는 남 탓하지 않기, 자기 성찰하기, 적극적으로 해결책을 찾기 위한 노력이 포함되며, 이는 다른 사람의 행동에 긍정적인 영향을 미칩니다.

에이미 에드먼슨 박사의 연구에 따르면 비난하지 않는 문화는 실수를 기꺼이 인정하고 더 나은 학습과 성과로 이어진다는 것을 보여줍니다.

비난은 팀워크, 문제 해결, 학습, 주도성을 파괴하고 그 과정에서 책임감을 죽입니다.

다른 사람을 탓하는 대신 자기 성찰을 통해 문제에 대한 자신의 기여에 대해 책임을 져야 합니다.

거울을 보고 문제에 대한 자신의 역할을 인정함으로써 문제를 해결하기 위한 조치를 취하고 자신과 타인의 책임감을 증진할 수 있습니다.

문제에 대한 자신의 기여에 책임을 지는 것은 다른 사람들도 같은 행동을 하도록 긍정적인 영향을 줄 수 있습니다.

리더가 먼저 문제에 대한 자신의 역할을 인정함으로써 다른 사람들이 이를 따를 수 있는 안전한 공간을 조성합니다.

"해결책을 설계하라"는 비행기 추락 사고를 줄이기 위한 미 공군의 접근 방식에서 볼 수 있듯이 문제의 근본 원인을 파악하기 위해 시스템적 사고를 사용하는 것이 중요하다는 점을 강조합니다.

다른 사람을 탓하지 말고 프로세스가 고장 난 부분을 파악하는 데 집중하세요.

주도권을 잡고 책임감 있는 행동을 모델링하여 솔루션을 설계하세요.

여러분이 원하는 변화의 모습을 보여줌으로써 다른 사람들의 책임감을 고취하세요.