The Practical Leader

MARCH 13, 2024

As I wrote about the accountability mess , a good person in a bad system or process sets that them up for failure — and blame. About 85% of the time the fault is caused by the system, processes, structure, or practices of the organization. These core systems either boost or block performance.

System 52

System Organization Levitt Root Cause Analysis 52

N2Growth Blog

OCTOBER 18, 2010

Gut instincts can only take you so far in life, and anyone who operates outside of a sound decisioning framework will eventually fall prey to an act of oversight, misinformation, misunderstanding, manipulation, impulsivity or some other negative influencing factor. They make bad decisions. I'll be sure and check it out.

Blog 416

Blog Analysis CEO Brand 416

Harvard Business Review

OCTOBER 10, 2013

Martin notes that the difficulty of reintegrating such simplified and divided disciplines is what gives us the feeling, when we look at any large, adaptive system, of being overwhelmed by massive, un-addressable complexity. The truth is that complex systems are beset and energized by a phenomenon called non-linear dynamics.

Senge 8

Senge Education Rogers Tools 8

Harvard Business Review

JUNE 24, 2016

Deming believed that we can improve worker performance only when we improve the entire system they work within. Eliminate exhortations for the work force; instead, focus on the system and morale. The point of his red bead experiment is that we often get a false read on workers because we judge them too narrowly. Eliminate MBO.

Deming 9

Deming Management Senge Taylorism 9