“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?
Part one (A Way In) There are two fish tanks, sitting side by side. The fish in tank #1 glances over and notices tank #2. He shouts across to the fish in tank #2, “Hey, how’s the water?” The fish in tank #2 shouts back, “Wow! Yea…water….I’ve never really noticed it before! It’s great, how’s… Continue reading What is systems thinking? (Part I)
Fresh from running a workshop on responsible leadership, I’m feeling buoyant that the participants entered into the conversation with gusto and were open to the idea that humans engage in their work because they seek out meaning, mastery and autonomy. To a large extent, I was not only preaching to the converted but taking the… Continue reading Stop de-motivating people
One of the most satisfying contracts I’ve had involved working with a group of team leaders on a manufacturing line back in 2005. We had an introductory tour of the factory floor before we engaged with them and I saw what you would expect to see on an assembly line. Articles being put together in… Continue reading Don’t play games with people