OCE.12:8 - Common Anti-Patterns and How to Avoid Them

Anti-pattern	Better action
Appoint a champion and assume the leadership work has been performed.	Name and perform the contribution needed by the receiving task.
Ask the central leader to handle every difficult conversation.	Prepare peers to conduct the conversation, observe their later performance and retain the help they need.
Teach constructive challenge while punishing it at work.	Take the punitive workplace condition to someone authorized to change it, and obtain a protected opportunity to practise.
Assume a mentor can allocate work time or authorize another person’s decision.	Identify who can teach, allocate time and make each decision, and obtain those contributions from them.
Select development from a course catalogue without identifying its receiving work.	Establish the later task, examine the instructional contribution and obtain a feasible practice or appointment opportunity.
Count a well-organized meeting as a constructed explanation.	Relate the domain claims and their grounds, resolve the needed dependencies and trace the receiving decision through the result.
Treat a technically feasible proposal as agreement by everyone affected.	Ask each party to respond to the whole proposal; keep refusal and missing representation explicit.