Avoid Change in the Extreme

The only thing constant in life is change—Heraclitus. With change being constant in life, change is not avoidable through life.

 

With this in mind, denying (the need for) change, is denying life. Refusing to deal with it in the present is refusing to be life affirming in the present. This way of being doesn’t stop change from arising—given its constancy—it only ensures having to deal with it in its extreme later. Continue reading

What’s this Worth?

Robert Reich’s article Work and Worth presents a ‘what’s it worth to society’ argument regarding what various people get paid for what they do. Reich’s argument centers on the societal value derived from the actual service provided. Continue reading

When It’s Everything

Let’s imagine that we surveyed people asking them whether they are in favor of   quality. What would we likely find? There is little doubt that overwhelmingly their response would be yes. What does this mean, what does this imply? Continue reading

When Smart is Beyond Stupid

When do managers talk about improvement and development with those they manage?  In most cases it is when managers are required to do so, during the organization’s annual performance appraisal time period.  In three previous posts (Replace performance reviews with leadership for quality; Facilitate performance, don’t appraise it; Performance appraisal: A pathway to mistrust) performance appraisal was discussed but since the practice is still very popular another appraisal of it is in order. Continue reading

Join the Race

 

With the race to become more productive, more competitive and more profitable having the answer to the question that continues to challenge business managers, how do you motivate people, can be the ticket to winning. Even though Frederick Hertzberg offered a direct and complete answer give them something motivating to do, the question for the majority of business managers remains unanswered.  Further, not understanding the depth of Hertzberg’s answer, we’ve even advanced another classification of management—management can’t do it but leadership can—in hopes of meeting the challenge.  Yet whether you are labeled a manager or a leader the challenge goes largely unmet.

 

What could be the root of the problem and the difficulty in dissolving it? Continue reading

Imagine

Many of America’s business-minded, especially corporate CEOs, are unabashedly advocates for the market being the solution to everything.  Privatize it, is the answer to it all!  Yet at the very same time they also spend vast sums of money on lobbyist to rig things in their favor, which often minimizes (and even eliminates) the dynamics of the market.  Seemingly for maximizing their profit relying on the market alone is not their preference, yet it is thought best for everyone else. Some even sing the praises of a free market and yet oppose full disclosure in labeling of products.  It appears they think free means free to maximize profit in any way one can. Go figure! Continue reading

Better Makes Better

It is a generally accepted goal that managers should hire best and the brightest.  However the evidence from experience hiring the best and brightest person does not always lead to best performance: Things don’t always work out as planned.  Why do you suppose this happens? Continue reading