Welcome to Season Two of A New Order of Things. The podcast where creating conversations and community around building winning individuals and organizations is our goal.We have lots of exciting things planned for 2024, monthly Talk’O Tuesday episodes where we converse with founders, business leaders, and academics, diving deep into tips, techniques, science, and experience always looking for the best ways we can grow to become winning individuals that create winning organizations.Head on over to eddiekillian.com to subscribe to my newsletter and join in on the conversation.Have questions, Q&E SUBMISSIONS, comments, or ideas for future episodes, email me directly at: [email protected] here to follow the podcast on LinkedIn.Find me on Twitter: @eddiekillian0For inquiries about advertising opportunities email me directly at: [email protected] it a great day,Eddie Killian

Hi all!Happy Holidays!In this episode, I am offering up some ideas on drift, KPIs, and change initiatives. Coming soon in Season 2, we will continue to dive deeper into these ideas of bureaucracy-busting leadership, and their reasoning, and look into real-world observations and how we can ensure these drive us to excellence. We will also examine how they affect our creativity, lives, businesses, and organizations.Don't forget! I am adding Q&E time in future episodes and creating some episodes completely devoted to answering questions from you, the listener. So, please send me your questions!Head on over to eddiekillian.com to subscribe to my newsletter and join in on the conversation.Have questions, Q&E SUBMISSIONS, comments, or ideas for future episodes, email me directly at: [email protected] here to follow the podcast on LinkedIn.Find me on Twitter: @eddiekillian0For inquiries about advertising opportunities email me directly at: [email protected] it a great day,Eddie Killian

Hi All!Our twenty-ninth episode is our first Q&E. I take the opportunity to give explanations to questions that have been submitted by you, the listeners! I had a great time with this episode, I hope you enjoy listening.Time Stamps:[3:21] Question # 1: What is bureaucracy in a business context?   [10:11] Question #2: Why is worker empowerment important for the organization's success?  [15:19] Question #3: Can you share a real-world example of "Drift" in action, either from your own experience or from industry in general? [24:45] Question #4: How can management and leadership support and encourage empowerment?  [30:02] Question #5: How does "Drift" challenge traditional safety approaches, and what implications does it have for organizations? Please submit your questions: Head on over to eddiekillian.com to subscribe to my newsletter and join in on the conversation.Have questions, Q&E SUBMISSIONS, comments, or ideas for future episodes, email me directly at: [email protected] here to follow the podcast on LinkedIn.Find me on Twitter: @eddiekillian0For inquiries about advertising opportunities email me directly at: [email protected] it a great day,Eddie Killian

Hi all!Our twenty-eighth episode examines The Great Stagnation, its history, causes, and how it harms your organization. We also contemplate the idea of how bureaucratic hierarchies propagate themselves and move organizations into stagnated failures.ReferencesCowen, T. (2011). The Great Stagnation: How America ate all the low-hanging fruit of modern history, got sick, and will (Eventually) feel better. London: Penguin Books Ltd.Hall, J. S. (2021). Where is My Flying Car? San Francisco: Stripe Press.Merriam-Webster. (2003). Merriam-Webster's Collegiate Dictionary, 11th ed. Faridabad, India: Thompson Press India Ltd.Thiel, P. (2014). Zero to One. New York: Currency. Head on over to eddiekillian.com to subscribe to my newsletter and join in on the conversation.Have questions, Q&E SUBMISSIONS, comments, or ideas for future episodes, email me directly at: [email protected] here to follow the podcast on LinkedIn.Find me on Twitter: @eddiekillian0For inquiries about advertising opportunities email me directly at: [email protected] it a great day,Eddie Killian

Hello!In this episode, we close a two-part series by discussing how we as individuals can create ourselves to be Monopolies. In part 1 of this series, we looked into why our organizations need to be monopolies. Here, in part 2, we will look into why and how we as individuals need to be monopolies as well.Make it a great day,Eddie KillianReferencesGladwell, M. (2000). The Tipping Point. Boston: Back Bay Books.Graham, P. (2007, May). Technology = Leverage. Retrieved from Paulgraham.com: http://www.paulgraham.com/top.htmlMerriam-Webster. (2003). Merriam-WebstCollegiategiate Dictionary, 11th ed. Faridabad, India: Thompson Press India Ltd.Newport, C. (2012). So Good They Can't Ignore You. New York: Grand Central Publishing.Sinek, S. (2009). Start With Why: How leaders inspire everyone to take action. London: Portfolio/Penguin.Thiel, P. (2014). Zero to One. New York: Currency.Links:Adam Grant: https://www.amazon.com/stores/Adam-Grant/author/B00ATUAAWE?ref=ap_rdr&store_ref=ap_rdr&isDramIntegrated=true&shoppingPortalEnabled=trueChris Guillebeau: https://www.amazon.ca/Chris-Guillebeau/e/B003G218QO/ref=dp_byline_cont_ebooks_1Dale Carnegie: https://www.amazon.com/stores/Dale-Carnegie/author/B00OIFV2S2?ref=ap_rdr&store_ref=ap_rdr&isDramIntegrated=true&shoppingPortalEnabled=trueEric Ries: https://www.amazon.com/stores/Eric-Ries/author/B004VIDMR0?ref=ap_rdr&store_ref=ap_rdr&isDramIntegrated=true&shoppingPortalEnabled=trueJim Collins: https://www.amazon.com/stores/Jim-Collins/author/B001H6GSHK?ref=ap_rdr&store_ref=ap_rdr&isDramIntegrated=true&shoppingPortalEnabled=trueKen Ferrazzi: https://www.amazon.com/stores/Keith-Ferrazzi/author/B001KDMRSE?ref=ap_rdr&store_ref=ap_rdr&isDramIntegrated=true&shoppingPortalEnabled=trueMax Avery on LinkedIn: LinkedInPat Flynn: https://www.smartpassiveincome.com/shows/spi/Peter F. Drucker: https://www.amazon.com/stores/Peter-F.-Drucker/author/B000AP61TE?ref=apHead on over to eddiekillian.com to subscribe to my newsletter and join in on the conversation.Have questions, Q&E SUBMISSIONS, comments, or ideas for future episodes, email me directly at: [email protected] here to follow the podcast on LinkedIn.Find me on Twitter: @eddiekillian0For inquiries about advertising opportunities email me directly at: [email protected] it a great day,Eddie Killian

Hello!Our twenty-sixth episode is Part One of a two-part series examining Monopolies and their ideas and processes.  We also delve into why monopolies are beneficial to the creation of successful organizations. We define these ideas in the episode and dive into how they can affect a company for good.Make it a great day,Eddie KillianReferencesMerriam-Webster. (2003). Merriam-Webster's Colligiate Dictionary, 11th ed. Faridabad, India: Thompson Press India Ltd.Newport, C. (2012). So Good They Can't Ignore You. New York: Grand Central Publishing.Thiel, P. (2014). Zero to One. New York: Currency. Head on over to eddiekillian.com to subscribe to my newsletter and join in on the conversation.Have questions, Q&E SUBMISSIONS, comments, or ideas for future episodes, email me directly at: [email protected] here to follow the podcast on LinkedIn.Find me on Twitter: @eddiekillian0For inquiries about advertising opportunities email me directly at: [email protected] it a great day,Eddie Killian

Hello!Our twenty-fifth episode examines Slow Productivity and its ideas and processes.  And why Slow Productivity is beneficial to the individual and the organization. We define these ideas in the episode and dive into how they can affect you for good.Make it a great day,Eddie KillianReferencesNewport, C. (2012). So Good They Can't Ignore You. New York: Grand Central Publishing.Newport, C. (2016). Deep Work. New York: Grand Central Publishing.Newport, C. (2019). Digital Minimalism. New York: Penguin Random House.Newport, C. (2021). A World Without Email. New York: Portfolio/Penguin.  Links:Cal Newport: https://calnewport.com/blog/Cal’s New Yorker Essays:https://www.newyorker.com/culture/office-space/the-frustration-with-productivity-culture  (possible paywall)https://www.newyorker.com/culture/office-space/its-time-to-embrace-slow-productivity (possible paywall)Cal’s Podcast: https://www.thedeeplife.com/The Knowledge Project Podcast: Naval Ravikant: The Angel Philosopher (2017) [The Knowledge Project Ep. #171] https://fs.blog/knowledge-project-podcast/Forbes Article: https://www.forbes.com/sites/amyblankson/2022/10/24/the-rise-of-the-slow-productivity-movement/?sh=66635fcf2c1aHive.com Essay: https://hive.com/blog/slow-productivity-meaning/Head on over to eddiekillian.com to subscribe to my newsletter and join in on the conversation.Have questions, Q&E SUBMISSIONS, comments, or ideas for future episodes, email me directly at: [email protected] here to follow the podcast on LinkedIn.Find me on Twitter: @eddiekillian0For inquiries about advertising opportunities email me directly at: [email protected] it a great day,Eddie Killian

Hello!In our twenty-fourth episode, we look into Leverage and its ideas and processes.  And why Leverage is beneficial to the individual and the organization. We define Leverage in the episode and dive into how it can affect you and the organization for good.Make it a great day,Eddie KillianReferencesDixon, C., & Ravikant, N. (2021, 10 28). The Tim Ferris Show. (T. Ferris, Interviewer)Graham, P. (2004, May). Technology = Leverage. Retrieved from Paulgraham.com: http://www.paulgraham.com/top.htmlJorgenson, E. (2020). The Almanac of Naval Ravikant: A Guide to Wealth and Happiness. Sheridan: Magrathea Publishing. Links:Smart Friends: https://www.ejorgenson.com/The Podcast of Naval: https://nav.al/Tim Ferris: https://tim.blog/naval-ravikant-on-the-tim-ferriss-show-transcript/Head on over to eddiekillian.com to subscribe to my newsletter and join in on the conversation.Have questions, Q&E SUBMISSIONS, comments, or ideas for future episodes, email me directly at: [email protected] here to follow the podcast on LinkedIn.Find me on Twitter: @eddiekillian0For inquiries about advertising opportunities email me directly at: [email protected] it a great day,Eddie Killian

Hello!In our twenty-third episode, we look into the foundation of New View and how it differentiates itself from the Old View ideas and processes.  And why the Old View fails the worker and the organization. We define Human Performance in the episode and dive into how it can affect an organization for good.Make it a great day,Eddie Killian ReferencesConklin, T. (2019). The 5 Principles of Human Performance. Santa Fe: PreAccident Media.Dekker, S. (2011). Drift Into Failure. Boca Raton: CRC Press.Dekker, S. (2014). The Field Guide to Understanding 'Human Error'. Boca Raton: CRC Press.Department of Energy. (2009). Human Performance Improvement Handbook Volume 1: Concepts and Principles. Washington D.C.: Department of Energy.Department of Energy. (2009). Human Performance Improvement Handbook Volume 2: Human Performance Tools for Individuals, Work Teams, and Management. Washington D.C.: Department of Energy.Ehrlinger, J., Johnson, K., Banner, M., Dunning, D., & Kruger, J. (2008). Why the Unskilled Are Unaware: Further Explorations of (Absent) Self-Insight Among the Incompetent. National Institute of Health, 98-121.Fischhoff, B. (1975). Hindsight is not foresight: The effect of outcome knowledge on judgment under uncertainty. Journal of Experimental Psychology: Human Perception and Performance, 288-299.Goldstein, E. B. (2019). Cognitive psychology: Connecting mind, research, and everyday experience. Boston: Cengage Learning.Hayes, A. (2023, March 28). Dunning-Kruger Effect: Meaning and Examples in Finance. Retrieved from Investopedia.com: https://www.investopedia.com/dunning-kruger-effect-7368715Hollnagel, E. (2014). Safety I and Safety II: The past and future of safety management. Farnham, UK: Ashgate.Kahneman, D. (2013). Thinking, Fast and Slow. New York: Farrar, Straus and Giroux.Kruger, J., & Dunning, D. (1999). Unskilled and Unaware of It: How Difficulties in Recognizing One's Own Incompetence Lead to Inflated Self-Assessments. Journal of Personality and Social Psychology, 77(6), 1121-1134.Perrow, C. (1999). Normal Accidents; Living with High-Risk Technologies (2nd ed.). Princeton: Princeton University Press.Peter, L., & Hull, R. (1969). The Peter Principle. New York: Bantam Books.Vaughn, D. (1997). The Challenger Launch Decision. Chicago: University of Chicago Press.  Head on over to eddiekillian.com to subscribe to my newsletter and join in on the conversation.Have questions, Q&E SUBMISSIONS, comments, or ideas for future episodes, email me directly at: [email protected] here to follow the podcast on LinkedIn.Find me on Twitter: @eddiekillian0For inquiries about advertising opportunities email me directly at: [email protected] it a great day,Eddie Killian

Hello!In our twenty-second episode, we look into New View and Old View safety processes, and how they differ.  And more often than not, the Old View fails the worker. We define Safety in the episode and dive into how it can affect an organization for good when done well. We also look into mitigating the problems and benefits these systems create.Make it a great day,Eddie Killian ReferencesConklin, T. (2019). The 5 Principles of Human Performance. Santa Fe: PreAccident Media.Dekker, S. (2011). Drift Into Failure. Boca Raton: CRC Press.Dekker, S. (2014). The Field Guide to Understanding 'Human Error'. Boca Raton: CRC Press.Department of Energy. (2009). Human Performance Improvement Handbook Volume 1: Concepts and Principles. Washington D.C.: Department of Energy.Department of Energy. (2009). Human Performance Improvement Handbook Volume 2: Human Performance Tools for Individuals, Work Teams, and Management. Washington D.C.: Department of Energy.Ehrlinger, J., Johnson, K., Banner, M., Dunning, D., & Kruger, J. (2008). Why the Unskilled Are Unaware: Further Explorations of (Absent) Self-Insight Among the Incompetent. National Institute of Health, 98-121.Hayes, A. (2023, March 28). Dunning-Kruger Effect: Meaning and Examples in Finance. Retrieved from Investopedia.com: https://www.investopedia.com/dunning-kruger-effect-7368715Hollnagel, E. (2014). Safety I and Safety II: The past and future of safety management. Farnham, UK: Ashgate.Kruger, J., & Dunning, D. (1999). Unskilled and Unaware of It: How Difficulties in Recognizing One's Own Incompetence Lead to Inflated Self-Assessments. Journal of Personality and Social Psychology, 77(6), 1121-1134.Peter, L., & Hull, R. (1969). The Peter Principle. New York: Bantam Books.Head on over to eddiekillian.com to subscribe to my newsletter and join in on the conversation.Have questions, Q&E SUBMISSIONS, comments, or ideas for future episodes, email me directly at: [email protected] here to follow the podcast on LinkedIn.Find me on Twitter: @eddiekillian0For inquiries about advertising opportunities email me directly at: [email protected] it a great day,Eddie Killian