Who, or what should be blamed for poor performance? Should we blame the system or the people? The first problem here is blame. Nothing good ever came from blaming. Let's think logically about the problem. It seems to me that we should focus on supporting people (not blaming them) so that they can improve the … Continue reading Should we blame the system or the people?
“"I chose you because of your unique style of teaching," he surprises me. "Teaching through open discussion?" I'm astonished. "Yes," he says categorically. "For this program I'm more and more convinced that that is the only prudent way. The students have the relevant day-to-day experience. Open debate, steering a group of people to develop the … Continue reading Critical Chain is a book on Leadership
"And your last observation highlights why Inherent Simplicity is so helpful. Inherent Simplicity recognizes that as we dive down, causes converge. Convergence means that each meaningful cause is responsible not for just one effect, but for more than one. Believing in Inherent Simplicity assures us that for any meaningful cause there are at least two … Continue reading Inherent simplicity opens the door to exploring our hidden beliefs.
A Finance Manager, Ops Manager, Human Resource Manager and a group of Employees walk into a bar. They all fight over whose round it is. End of joke! The Finance Manager had noticed that the Ops Manager and HR Manager always ask for more money than they need. They also noticed that every year they spend … Continue reading The cause of poor workplace performance – no matter which way you look at it.
Alex Rogo, the new executive vice president of UniCo, must turn around three newly acquired companies, knowing that if he succeeds, they will be sold off and the new owners will replace him, and if he fails, the companies will be closed--in either case, he will likely be fired. Using the unique business-novel format, It's Not … Continue reading There are three necessary conditions for sustainable high performance. Commercial Responsibility, Consumer Value AND Culture.
This article was first published on LinkedIn by Dr Kelvyn Youngman. It is re-published here with permission. Introduction Very few people understand subordination. No, it's true! In contrast, almost everyone understands exploitation. So, how can this be? Well, exploitation is instinctful and subordination is not. Subordination is thoughtful. We most easily understand exploitation, instinctfully, as a matter of … Continue reading Exploitation and Subordination Reframed as Productivity and Utility