Outbreaks and the news they create also give the public a chance to see culture being created and transmitted because people invent behaviours and management strategies when they encounter new diseases. One small example of this occurred during the early days of the Ebola virus outbreak in Kitwit, Uganda. Villagers who were deathly afraid of contamination began to stop shaking hands and to start touching elbows in greeting, a gesture that became known as the ‘Kitwit handshake’… Shaking hands in greeting became briefly supplanted by touching elbows as a polite way to greet one another without passing the pathogen” (96).
— In Epidemiology and Culture by James A. Trostle (2005)
I thought I’d share this because of the behaviours manifested in:
The public responses thus far – boomer-tips, panic-buying after the raising of the DORSCON risk, the response to the panic-buying itself, etc.; and
Me, because of my own responses to boomer-tips and hand-shaking.
The Dunning-Kruger Effect Shows Why Some People Think They’re Great Even When Their Work Is Terrible | Forbes “…many people are underperforming simply because they don’t know that they could be doing better or what really great performance looks like. It’s not that they’re necessarily being defensive, rather they just lack the knowledge. In fact, he told me that research subjects were willing to criticize their own previous poor skills once they were trained up and could see the difference between their previous poor performance and their new improved performance”.
Putt’s Law | davewentzel.com “I really admire managers who follow the management-by-walking-around (MBWA) principle. This management philosophy is very simple: The best managers are those who leave their offices and observe. By observing they learn what the challenges are for their teams and how to help them better.
So, what I am looking for in a manager?
He knows he is the least qualified person to make a technical decision.
He is a facilitator. He knows how to help his technologists succeed.