Recovery from Command-and-Control: A Twelve-Step Program

“I once knew a little boy in England who asked his father, “Do fathers always know more than sons?” and the father said, “Yes.” The next question was , “Daddy, who invented the steam engine?” and the father said, “James Watt.” And then the son came back with “—but why didn’t James Watt’s father invent…

We have emotions.  Emotions drive intuition.  Intuition drives understanding and results.  In turn understanding and results drives our emotions. IF we learn to think clearly AND use our intuition THEN we get even more understanding and results. Imagine what thinking clearly might do for the culture of your organisation … More and more understanding More and more positive emotion…

The practice of accelerated improvement must be based on what is, not on how we would like things to be.  We often do not have a proper understanding of where we are, of what we are actually doing or what the problem is.  We can not truly know what to change to without first knowing what to…

A great friend and colleague sent this to me today.  A wonderful reminder that anything is possible and we should be “off balance on purpose”. We often feel pressure to stay with the patterns of behaviour we know.  The ones that have kept us safe.  We stick with these behaviours even if they don’t work for us…

“A thought is harmless unless we believe it. It’s not our thoughts, but our attachment to our thoughts, that causes suffering. Attaching to a thought means believing that it’s true, without inquiring. A belief is a thought that we’ve been attaching to, often for years.” ― Byron Katie

IF you start from the premise that people are “Inherently Good” AND you use the principle of “Inherent Simplicity” to help people discover more “Inherent Harmony”, THEN you will release more of the “Inherent Potential” and gain access to more “Inherent Dignity”. The four pillars or beliefs of Theory of Constraints (TOC) Management Philosophy are…