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First, a description of traditional management thinking, borrowed from management thinker John Seddon: A top down hierarchy Work designed by functional specialisation and procedures (aka silos) A contractual attitude to customers and suppliers (SLAs, contracts etc) Decision making separated from … Continue reading
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They talk about it They say the words ‘systems thinking’ out loud. Bad idea. Don’t talk about it at all at work. Try not to use any of the language associated with it. People will resent you for going on … Continue reading
Purpose + autonomy + mastery =motivation Reports + managers = reports + managers Priority + priority + priority x themes/departments = sub-optimization Opinions + opinions + opinions = opinions Writing plans + writing updates of plans = writing Opinions + … Continue reading
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Bad things happen when the personal motive gets unmoored from the purpose motive in an organisation. The purpose motive might be help patients get better prevent crime educate children get people from A to B safely help people get back … Continue reading
A straw man is a highly exaggerated, over-simplified and false version of an opponent’s position which has been distorted to the point of absurdity. This distorted view is therefore easy to argue against. Managers who know a little bit about … Continue reading
