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
How often, in either your workplace or community or on corporate television news, have you heard questions asked such as who allowed this to happen or what caused that individual do this after the occurrence of an undesired outcome or terrible incident? I suspect quite often. Continue reading
The foundation of our economic system was formulated in the 18th century, at a time when the understanding of humankind was quite limited. Yet we continue to adhere to its precepts as if this 18th century understanding was a full and complete understanding.
The conduct of this (egoistic) capitalist system rest upon the following set of assumptions and precepts: a) the world is a material world explainable as matter-in-motion; b) humankind has no interior essence and is, like the planets above, grounded in matter and the material; c) the cause of human action is external and material; d) with no shared or common interior essence there is no inherent ‘We’ only ‘Me’ as independent individuals; e) each individual is his own property and destined to improve his lot in pursuit of selfish pleasure through material gain; f) the wealth of a nation is the linear sum of the material gain of individuals; and g) Nature’s bounty is limitless and ours’ individually to act upon, dominate and exploit to satisfy our individual pleasurable pursuits. With these assumptions and rules as the guide what could possibly be the future for people and Nature? Continue reading
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
When Deming proclaimed costs are not causes he was trying to make quite obvious and clear (to those willing to listen) that focusing on outcomes is no way to manage and improve a system. Focusing on results will not cause better results; only focusing on and understanding the system of causes will lead to lasting improvement. However, in spite of the hundreds of thousands of business minded people attending his seminars, to this day management of and by outcomes (aka metrics, analytics) remains the go-to practice. I suppose Yogi Berra was right, if people don’t want to come out to the ballpark nobody is going to stop them! Continue reading
Have you ever heard this preamble to a management directed action plan in intended to reduce or eliminate an undesirable effect: “what we’ve planned (for you) to do isn’t perfect but….” Continue reading
The precepts of neoclassical economic theory (a.k.a. capitalism) have permeated almost every aspect of life in American society leading us to create both a materialistic and individualistic focused society. This has a tremendous influence upon how people understand society and organizations, the problems in society and organizations, and correspondingly the solutions people offer. Continue reading