Why has the use of analytics seemingly become the key tool of those in management? Why the unfettered use of analytics? Continue reading
Fear is an emotion, a type of energy we all have available to us to help protect us against threats and danger. Thus the emotion of fear can be quite useful, unless of course it is the only or predominate energy that animates us. A fearful person—one largely motivated by it—will likely see danger and threats to him/her self everywhere and in most every other person. Moreover, when every other person is a potential threat to ones’ success toward fulfilling one’s goal in life, then fear of others—especially those not like oneself—inevitably emerges. Continue reading
The authors of a recent HBR article, Wells Fargo and the Slippery Slope of Sales Incentives, provided the answer “to meet sales quotas and earn incentives” to the question “why they (they being the lower level employees of Wells Fargo) did this in the first place.” The “this” being unethical if not illegally selling and charging customers for services they did not need or request. It seems that the perspective here is that the employees where at fault, after all they are the ones who acted fraudulently! Continue reading
A recent HBR article (Why companies are so bad at treating employees like people) by Herminia Ibarra speaks to the need to re-invent the workplace if there is to be human development at work. As Ibarra characterizes it, this re-invention requires “reimagining complex organizations so that they are more human and agile.” The implication seems to be that making organizations more human and agile involves solving the “thorny problem of developing people.” Continue reading
The worldview underlying the capitalist system requires a way-of-being-in-the-world that has us believing that we each are independent competing entities each destined to pursue as much material gain as one can in our individual lifetime—the measure of life is the material gains accumulated. Accordingly we are led to think of our self and each other as separate independent entities, each seeking his/her own gain—there is no ‘We’ just a bunch of ‘Me’s’ consumed by getting and spending. Accordingly we seek dominance and control over everything out there in order to exploit them in service to the satisfaction of our immediate wants. It is all in the name and game of material self-interest gain and wealth accumulation. According to this worldview the only significant value is material value. Consequently, when value means material value, it is no wonder the reality we’ve created is one of strife, chaos and suffering. Continue reading
Management gets rewarded for delivering results, and those (employees) who perform in their work get results. Hence (quite understandably) management must identify and embrace performers. The more performers there are the better (and easier) it is, especially for management.
Accordingly those who have been categorized as ‘a performer’—those who are above average—are often held up as exemplars: They are models of success, the standard bearers of what hard work and dedication to the job, to the organization and the economy can mean for each individual.
Who wouldn’t want to be labeled a performer? What manager, what organization wouldn’t want all to be above average? Clearly we must all aspire to be above average. If only every individual would just pick him or herself up by his or her own bootstraps! Continue reading
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