“Systems thinkers know a number of counter-intuitive truths.” John Seddon One of these counter-intuitive truths is that “when you manage costs, your costs go up. When you learn to manage value, your costs come down.” There is the business case for systems thinking, if one was needed. Thanks go to David Wilson through his fitforrandomness… Continue reading Eliminate targets
Individual performance management is rubbish. Not only that, it’s patronising and disabling. I’ve said it before. When people aren’t performing, it’s extremely probable that it’s not a behavioural problem; it’s the system. It’s not that performance management as a concept has been sullied because it’s been ineptly carried out. It’s just that it’s pointless and… Continue reading Do we really need performance management?
There is something in the air. Call it my natural human tendency to find patterns in things, but two recent conversations with two different clients in two different cities have reminded me of two other completely different clients in two completely different countries. The parallels are striking. It could be my bias towards systems thinking,… Continue reading How do we get to WE?
Don’t ask a systems thinker for advice on managing performance or staff engagement. They will probably say something pretty fruity and you’ll wind up frustrated by how fervently they trash conventional wisdom on the subject. Of course performance, engagement, recruitment, they’re all connected, so your systems thinking friend will sound like a fruit loop because… Continue reading It’s not a behavioural problem: it’s the system
Sometimes you read something that really strikes a chord. I recently saw this quote from Kurt Vonnegut: “We have to continually be jumping off cliffs and developing our wings on the way down.” In other times, I would read this and it would simply seem like a poetic truism, but I’m currently experiencing a number… Continue reading The certainty of uncertainty
Part III (Going Further) In Part II of this article, I suggested that if we remain wedded to a mis-placed set of thoughts and beliefs about business, we will end up asking the wrong questions. We cleverly ask these questions from within our old intellectual bubble, coming up with “new-and-improved” solutions to problems, however we… Continue reading What is systems thinking? (Part III)
“Many people live in the hallucination that they can truly lead other people without being able to lead themselves and this is pure fantasy. It is much easier to try to change other people and not being willing to change ourselves. This exercise of authenticity is very much needed if we truly want to inspire,… Continue reading New Models of Leadership?