Why Problems Occur (Alert #7): One over Many
Posted on23 Sep 2013
Tagsanchoring, organizational culture, follow up, Influence, information, integration, organization, problem solving, process, relationships, robots, team building, technology, The Atlantic, training, Why Problems Occur Series, holism, Jonathan Cohn
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Given many causes of a problem, humans tend to focus on one as the cause rather than the pattern they produce, a... Read More
Why Problems Occur (Alert #6): Same over Unique
Posted on29 Aug 2013
Tagschange, creativity, organizational culture, efficiencies, emotions, event, improvement, motivation, problem solving, process, reinventing the wheel, rules, security, standardization, unique, Anatomy of an Event, Why Problems Occur Series, boredom, repetitive strain injury
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Creativity is challenging especially with time pressures. Additionally, depending upon the work culture, motivation might be difficult. Heck, how many times do... Read More
How Psychopaths Become CEO’s (Pt 4) – Preferred Cultures
Posted on22 Aug 2013
Tagsauthority, competitive, conflict, organizational culture, dissent, diversity, education, emotional intelligence, Harvard Business Review, incentives, negative, process, psychopaths, relationships, rules, self-interest, Psychopath in Workplace Series, bottom-line focus, ends justifies means
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Previously, the situations and trends psychopaths prefer. Now, we will discuss the cultures as summarized in the introductory post of this mini-series:... Read More
Why Problems Occur (Alert #5): Big over Small
Posted on19 Aug 2013
Tagsanalogy, budgets, coaching, details, management, morale, Personality, planning, problem solving, process, relationships, rules, training, Why Problems Occur Series, Picture Resolution Analogy
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Focusing on the big rather than small, is another alert I heed as a problem identifier. This occurs when people apply overarching... Read More
How Psychopaths Become CEO’s (Pt 3) – Preferred Trends
Posted on12 Aug 2013
Tagschange, competition, discipline, economics, emotions, event, power, procedure, process, psychopaths, relationships, resistance to change, rules, Stalin, Anatomy of an Event, flow, Psychopath in Workplace Series, Lenin, Trotsky, Russian Revolution, fiscal discipline, operational discipline
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Psychopaths often become CEO’s because we ask them to do so. We usually do so unknowingly, but circumstances around events encourage us... Read More
How Psychopaths Become CEO’s (Pt 2) – Situational Preferences
Posted on18 Jul 2013
Tagscompetition, control, executive, formal organizational power, hierarchy, leadership, organization, power, process, psychopaths, rules, situation, Psychopath in Workplace Series
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The introductory post of this mini-series summarized the situations promoting the rise of psychopaths to CEO as: Formal hierarchies, organizations, processes and... Read More
How Psychopaths Become CEO’s (Pt 1) – Introduction
The short answer to this post’s title is that we let them. To understand this, we need to examine this outcome as... Read More
Change Management Strategy #6: Company Life Cycle
The better we anticipate change the better we can position and implement it. Understanding a company’s life cycle helps us anticipate change.... Read More
Why Problems Occur (Alert #1): Easy over Difficult
Posted on20 May 2013
Tagsbudgets, decision-making process, decisions, email, honesty, listen, problem solving, process, relationships, rules, training, Why Problems Occur Series
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When problems occur or when trying to anticipate them in problem solving, I look for seven alerts. While no single one automatically... Read More
Reducing Dependency on Talent through Rules
Posted on01 Apr 2013
Tagsadaptability, computers, organizational culture, employees, flexibility, instructions, logic, process, process management, rules, Talent, The Atlantic, Adam Davidson
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Rules are a form of logic especially when used in a series to form instructions. A step builds on the former step... Read More
