It’s Happening, Continually

Have you ever called customer support only to hear the sound of a recorded message, “ you are (or your call is) very important to us…” So, you wait and wait for an actual person who you hope might be of some help.  As you wait you are feed sales pitch upon sales pitch to purchase more of what the company sells. Yes, your call is an opportunity for the business you are calling to get more from you—of course your call is important to them! Continue reading

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

Globalization Delivers

Globalization has delivered, as it was intended, for the 1%. Globalization is not so much a paradigm, as some frame it, as it is a strategy of corporatist. It has preserved the gains of capitalism’s elite upper class by affording worldwide exploitation and extraction. Continue reading

If We Cared About Our Development

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

Is that all there is?

According to the mission of our materialist egoistic system of economics (aka capitalism) we are to accumulate, without limit, as much material wealth as we can and (individually) we are to do this by maximizing the satisfaction of our individual material self-interest. In other words one leads a successful life to the extent that one has realized material gain and amassed wealth—the greater the material gain, the more worthy and the more successful one is. Accordingly this is to be one’s goal in life, it is all there is to life itself! Necessarily, it follows that the pinnacle of self-interest behavior, of getting as much as possible for one’s self, having it all for one’s self, is greed—there is little doubt in this philosophy of life greed is good! Continue reading

Destruction Ahead: Addicts with Instruments

We blame corporations for contributing to climate change and governments for not taking action against the threats to sustainability and our very (continued) existence. But it is not our corporations or governments that exploit both people and Nature in pursuit of ever increasing profit and growth. 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

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