Tell me and I forget, teach me and I may remember, involve me and I …
“Tell me and I forget, teach me and I may remember, involve me and I learn.” Benjamin Franklin
-
-
If you do not deal directly with the core problem, don’t expect significant improvement.
Isn’t It Obvious? Revised by Eliyahu M Goldratt (Author), Ilan Eshkoli (Author), Joe Brownleer (Author) A breakthrough solution is exposed when some unexpected events force Caroline and Paul, a married couple working for their family’s retail business, to make a few small changes in the way things are done. A solution that propels the family’s regional chain of stores…
-
You can do work that matters for people who care.
This Is Marketing: You Can’t Be Seen Until You Learn to See by Seth Godin Seth Godin has taught and inspired millions of entrepreneurs, marketers, leaders, and fans from all walks of life, via his blog, online courses, lectures, and bestselling books. He is the inventor of countless ideas that have made their way into…
-
High Performance Organisations | High Performance through Engagement | Interest-Based Problem-Solving (IBPS)
Ladies and gentlemen. The financial performance is not enough! A word from Goldratt.
“Ladies and gentleman. The financial performance is not enough. The real thing is the harmony within the company. If you have the harmony within the company the financial performance will arrive. If you don’t have the harmony inside the company the financial performance, even if you have them, will be lost. The real key is…
-
If we take this as a given we’ll find ourselves thinking clearly.
The Choice, Revised Edition by Eliyahu M. Goldratt, Efrat Goldratt-Ashlag TOC has been successfully applied in almost every area of human endeavour, from industry to healthcare to education. And while Eli Goldratt is indeed a scientist, an educator and a business leader, he is first and foremost a philosopher; some say a genius. He is…
-
There are three necessary conditions for sustainable high performance. Commercial Responsibility, Consumer Value AND Culture.
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…
-
How we can use different techniques to guard against the mental glitches that often get us into trouble.
Thinking Fast and Slow by Daniel Kahneman In the international bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System…
-
Exploitation and Subordination Reframed as Productivity and Utility
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…
-
To change something, build a new model …
“You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete. Buckminster Fuller
-
The key to success is developing everyone.
An Everyone Culture: Becoming a Deliberately Developmental Organization by Robert Kegan, Lisa Laskow Lahey, Matthew L Miller, Andy Fleming, Deborah Helsing A Radical New Model for Unleashing Your Company’s Potential In most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and…
-
How can we be “affiliative” virtually?
Human Synergistics International is a global leader in helping organisations to support their people and improve their performance through a focus on culture change, leadership development, and team building. The results of their surveys are displayed on the Circumplex, a graphical representation that breaks down the factors underlying performance into 12 ways or “styles” of thinking,…
-
People don’t like to think …
“People don’t like to think, if one thinks, one must reach conclusions. Conclusions are not always pleasant.” Helen Keller
-
Simple can be harder than complex …
“Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.” Steve Jobs
-
The essence of the independent mind …
“The essence of the independent mind lies not in what it thinks, but in how it thinks.” Christopher Hitchens
-
The same level of thinking …
“We can not solve our problems with the same level of thinking that created them” ― Albert Einstein
-
The logical conclusion …
“Perhaps the logical conclusion of everyone looking the same is everyone thinking the same.” ― Scott Westerfeld
-
The major problems in the world are the result of …..
“The major problems in the world are the result of the difference between how nature works and the way people think.” – Gregory Bateson
-
Five percent of the people think …
“Five percent of the people think; ten percent of the people think they think; and the other eighty-five percent would rather die than think.” ― Thomas A. Edison
-
Whether you think you can …
“Whether you think you can, or you think you can’t — you’re right.” ― Henry Ford
-
High Performance Organisations | High Performance through Engagement | Interest-Based Problem-Solving (IBPS) | Organisational Performance
“Perhaps the majority on either side do not believe that it is possible so to arrange their mutual relations that their interests become identical.”
“It would seem to be so self‑evident that maximum prosperity for the employer, coupled with maximum prosperity for the employé, ought to be the two leading objects of management, that even to state this fact should be unnecessary. And yet there is no question that, throughout the industrial world, a large part of the organization…
