The Rapid Response Institute

Tag: behavior

  • What Lies Beneath the Surface of Your Organization: Structural Dynamics?

    What Lies Beneath the Surface of Your Organization: Structural Dynamics?

    As the officers, seamen and passengers of the Titanic came to understand, it is not what you can see that gets you but what is below the visible surface.  Visualizing the unseen remains a continuing challenge.

    The current president of the United States is by many accounts the most unlikely political victor.  He is not from the ‘industry’ and has limited experience in this field of endeavor.  None-the-less, he holds the office.

    The results of the US presidential election of 2016 is the subject of innumerable discussions.  Most center around the performance of his opponent and missed opportunities by the opposing party.  This pundit argues that neither of these are the prime reason for his election.

    Almost 30 years ago this writer was a member of the Leadership Team for a major publicly traded company.  Multiple reorganizations and the advice of numerous consulting firms did not enhance our position in a difficult market.

    Something we did not understand was at work.  Why couldn’t those with decades of managerial/industry experience and all the experts fathom the forces at work?  Unless, we could no action taken would be effective.

    What are Structural Dynamics?

    During this period, management theories abounded.  Examples included The New Realities by Drucker, The Fifth Discipline by Senge and Economic Value Added (EVA) to name a few.  None seemed to be able to help us understand the latent forces that eluded us.

    As part of the doctoral dissertation, assessing cross cultural negotiations and the relationship between human Relationships, Behaviors, and Conditions (RBC) we enhanced existing theory into an actionable methodology, Structural Dynamics.

    The fundamental premise upon which the theory of Structural Dynamics is developed is the belief that structures are not static and that more often than not, these dynamics are not directly observable.

    Over time, the very nature of the structure and the very nature of the component parts of the structure may be radically different from today’s composition.

    In other words, Structural Dynamics is defined as “the morphology or patterns of motion towards process equilibrium of interpersonal systems.”  While this sounds academic, the implementation is straightforward.  Think of this as an iceberg.

    The Iceberg Principle—90% of any system’s structure is below the surface or hidden from direct observation.  This latent component controls all the processes associated with the system.

    Implementation

    While there is a quantitative aspect to Structural Dynamics, analysts can use this qualitative approach.  There is plenty of information available; however, it can be challenging to shift through it and separate actionable data from noise.

    For example, while it was evident for all to see most prognosticators wrote off the Trump rallies and the size of the crowds.  Similarly, Xerox had most of the technology for today’s PC, but it took Apple and others to realize the value.

    Think these are remote and one-off events?  Only 60 companies that were members of the Fortune 500 in 1955 were still members in 2017.  Some mergers for sure, but why did the others not see the waves that swept them away?  Sears is a recent example.

    Assessment

    Structural Dynamics analysts can use the following checklist as guidelines.  This list is not all-inclusive, nor is it meant to be a list that one simply puts a check mark next to and tallies up the number of checks versus not check.

    It is more accurately a framework for developing a Structural Dynamics model for any given industry environment.  The following criteria provide a preliminary checklist of set of questions that should be addressed when one seeks a better understanding of the latent variables associated with an industry segment or emerging environment, such as new technologies.

    1. Not obvious or normally thought of as industry driver
    2. Usually not directly related to standard industry practices
    3. Becomes more visible over time or repeated measurement
    4. Often not specific to a single industry or economy
    5. Cannot be determined by analysis of best practices
    6. Typically, not associated with a single or few number of processes
    7. Not associated with processes in a single firm
    8. Can be cyclical or seasonal in nature
    9. Not necessarily random or chaotic events in nature
    10. Not necessarily economic variables in nature
    11. Tend to be long term variables with limited reaction to specific current events
    12. Can remain dormant for long periods of time, but when they become visible the impact can be significant and swift
    13. Demographics may provide insight into emerging or future Structural Dynamics, they should not be used exclusively
    14. Often small niche (or new) players may benefit from Structural Dynamics These niches are often outside of the industry of interest, but are subsequently imported into the industry of interest
    15. Technological developments may forecast future competitive events, i.e., the impact of cellular phones on the pay phone industry
    16. Not all technology is useful in the near term. The technology developed by Xerox, Palo Alto in the 1960s was not commercialized for almost 20 years.

    Computer icon and windows technology was not commercially viable until Steve Jobs (founder of Apple Computer), and Bill Gates (Microsoft) expanded hobbyist’s niches into the personal computer revolution of the 1980s.

    Knowledge of Structural Dynamics variables can defeat the brute force of large deep-pockets organization, although this is not guaranteed.  As this construct evolves, we expect to develop a more robust set of tools, so managers and other practitioners will be better able to visualize their Structural Dynamics environment.  In the meantime, it is useful to define latent variables.

    Latent Variables Are impacting Your Organization.  What Will You Do About it?

    For More Information

    Much of this blog is taken from our monograph, Structural Dynamics: Foundation of Next Generation Management Science.  The Kindle version is available from Amazon https://www.amazon.com/gp/product/B00U0JKMT0/ref=dbs_a_def_rwt_bibl_vppi_i1

    Fundamental to our Operational Excellence Platform, also see https://therrinstitute.com/structural-dynamics/

    End Note

      http://www.aei.org/publication/fortune-500-firms-1955-v-2017-only-12-remain-thanks-to-the-creative-destruction-that-fuels-economic-prosperity/

  • Systemic Reasoning Errors: Stink’en Think’en

    Systemic Reasoning Errors: Stink’en Think’en

    The April 13-14, 2019 edition of the Wall Street Journal featured an opinion piece by Holman W. Jenkins, Jr., Russiagate and the Media’s News Denial.  The author makes the point, “Judgement is teachable.  Long ago, in relation to the Enron debacle, I pointed to the work of Harvard’s Max Bazerman and Northwestern’s David Messick, who theorized how systematic reasoning errors can lead to unethical business judgments.”  He goes on to discuss how the journalism sector may be suffering from this problem, vis-à-vis the Trump Administration.

    Cognitive bias errors impact the way people process and interpret information.  Our attempt to simplify can lead to nonobjective, illogical and poor decision making.  So, do these poor judgement issues concern me?

    The emerging digitalization model to attain and sustain Operational Excellence by definition is systemically complex.  A highly integrated ecosystem coupled with tens of thousands of data sensors and quasi-independent processing systems support field operations.  Moreover, risk mitigation models in such an environment are themselves complex.

    Human decision-making processes in this new environment will necessarily change from the traditional management of automated systems and data analysis.  Extensive training must be part of the transformational process.

    Additionally, Governance models may need revision as well.  What is the role of the Board and ‘C’ Suite (CIO vs. COO?) with the digitalization of the organization?

    Clarification.  The term ‘stinking thinking’ refers to tactics either unintentionally or insidiously used to create expectation biases.  The title uses a colloquial term Stink’en Think’en as a function of lousy thought processes; nothing more.

    The challenges we face are much more than technology driven.  As always, human Behaviors are at the core and Conditions in the near future may be dramatically different from the present.

    New Relationships will emerge as well.  We have previously discussed the R B C model.  It is good guidance for this transformation.

    How Does Your Organization Mitigate Systemic Reasoning Errors by Its Decision Makers?

    For More Information

    How Cognitive Biases Influence How You Think and Act is a very good article on this subject.  Interested readers may want to check it out.

    You can contact the author more information as well.

    End Notes

      https://www.psychologytoday.com/us/blog/the-media-psychology-effect/201311/stinking-thinking-and-expectation-bias

      https://www.amazon.com/gp/product/B00U0JKMT0/ref=dbs_a_def_rwt_bibl_vppi_i1

  • Elevator: Going Up or Going Down?

    Elevator: Going Up or Going Down?

    True Story!  A couple of decades ago when I was the sales manager of a technology line of business that was part of a much larger organization, an excited young sales representative rushed into my office.  He just had to tell me that he just rode up the elevator and an older gentleman wearing a suit who had asked him about his business.

    He explained in the short time it took to get to our floor he had essentially ‘cored dumped’ everything he knew to this stranger.  When asked if he got his name, the answer was no.  Turns out the individual was the CEO of our division.

    While this was a discussion in an elevator, it was far from an elevator pitch.  Talking fast to get as much as you can in a short period is usually not an effective sales pitch.

    Plus, as always qualify who you are talking to and why they have a need to know.  Could have been a competitor!

    Unfortunately, we see this all the time.  Individuals try to jam in as much as they can in funding Pitch Competitions and political pundits in the media feel the same pressure to talk fast and then talk all over each other.

    However, and perhaps the worst of all selling transgressions.  We had attained a long-coveted meeting with a senior decision maker at a process plant.  We completed the pitch for our solution.  The customer team asked a couple of good questions which we apparently answered satisfactory.

    Then the senior director said words to the effect, “I can see how this can help my problem. . .” but did get a chance to complete his statement before one of our technical people ‘talked over him’ to explain blah blah blah.

    The classic, don’t wait for the customer to complete his/her question before answering it.  This usually means that it will be answered incorrectly.

    The subject changed, and the meeting ended shortly afterwards.  We never did discover how our solution could have helped in the mind of that individual.

    In our zest to close deals, we often are our own worst enemy.  When presented with an opportunity to state your case to a buyer, state it succinctly and quickly.  Then shut up and let the individual respond!

    Elevator Pitch

    According to Wikipedia, “An elevator pitch, elevator speech, or elevator statement is a short summary used to quickly and simply define a person, profession, product, service, organization or event and its value proposition.

    The name “elevator pitch” reflects the idea that it should be possible to deliver the summary in the time span of an elevator ride, or approximately thirty seconds to two minutes.  The term itself comes from a scenario of an accidental meeting with someone important in the elevator.  If the conversation inside the elevator in those few seconds is interesting and value adding, the conversation will continue after the elevator ride or end in exchange of business card or a scheduled meeting.”

    Mark Twain famously quipped, “I didn’t have time to write a short letter, so I wrote a long one instead.”  It takes time and thought to succinctly and quickly state something that is very important to its writer.

    The tendency is to say as much and as fast as we can.  Surely, everyone will want to know what I know and in detail.  This is such an important subject!

    However, if a deal is on the line what is the Return on Investment (ROI) of the time it takes to develop and refine an elevator pitch?  Like any business deal, if it will be profitable then do it.  If not, then why do we have the product/service!

    The ‘I didn’t have time’ comment is insulting to those who you explain it to in this regard.  The sales representative’s livelihood and firm’ profitability depend on you the rep’s team’s time.

    How Do I Develop an Elevator Pitch?

    To develop an effective elevator pitch, one must understand the product/service they are selling and have a ‘compelling value proposition’ already developed.  Write down every major item you want to get across and then continue to refine it until it meets the criteria above.

    What are the three most important points a customer would care about?

    Pitch it internally and then to outsiders such as mentors.  Update it as you receive additional input, both positive and critical.  Then Practice, Practice, Practice.

    It must come across effectively, not stilted nor leave the listener with the feeling they have been the subject of a ‘core dump.’  Let them respond, answer questions and ask them, “What’s the Next Step” sort of closing question.

    One caveat, since you do not know who you are talking to be careful about providing any proprietary information.  So, unless you have publicly available market or financial figures leave them out.  They can come later at follow up meetings.

    However, in the appropriate setting such as a Pitch Competition non-proprietary market and financial information will most likely be required in the elevator pitch.  Use your good judgement.

    For most of us the so called ‘blank sheet of paper’ can be intimidating.  It helps to have precedents.

    An Example

    The following is an actual elevator pitched developed a few years ago—targeting 20-30 seconds in a public setting.  It has been redacted as noted within it.

    _______ is an __________ “Enterprise Platform” that addresses _________-issues in sectors with complex ______ and ______ requiring many ____ parties and their _____.

    It seamlessly incorporates _____ and ______ enabling a _______, efficiency and effectiveness in operations—including an automatic and comprehensive ______ process.

    This cloud-based collaborative ____ solution provides ____ engineers, technicians and ______ personnel with the data and information necessary to perform their tasks in compliance with all __________________.

    There are also several examples available on line that address different requirements, i.e. sales, investor, etc. and industry sectors.  A good pitch will pay significant dividends and is well worth the time and energy necessary to develop.

    How Effective is Your Elevator Pitch?

      https://en.wikipedia.org/wiki/Elevator_pitch

  • I Hate These Things: Why Does This Always Happen to Me?

    I Hate These Things: Why Does This Always Happen to Me?

    We have long argued that people will change if they understand the new idea/technology value proposition—what’s in it for me?  For some, this question is more difficult to answer than others.

    Moreover, we are all stuck!  This age of digitalization may pass a few ‘off the grid’ hermits by, but for the rest of us there is no turning back.  So, what if I hate these computers and they never work as they should?  What’s a person to do?

    All of us have expressed some frustration with technology.  It doesn’t work well.  It does not appear that Human Factors were considered in the development process.  Various ‘Screens of Death,’ and so forth and so on.  Of course, glitches occur at the least opportune time.

    Turns out this frustration with technology is understood.  Dystechnia is defined as, “A barrier to organizational performance—a condition of flawed or failed efficacy in the use, deployment, or logistics of technology.”  Akin to other disorders of capacity, i.e., dyslexia it is basically the impairment of the ability to control a skill.

    In other words, the inability to manage a Condition.  This becomes a reason to resist technological advancements as ‘nothing is in it for me.’  In fact, it makes my life worse!

    The Technology Acceptance Model (TAM), circa 1989 addressed two perceptions driving adoption Behavior, ‘Perceived Usefulness’ and ‘Perceived Ease of Use.’  The what’s in it for me question.

    To change the Relationship that individuals have with technology, management must understand that those who resist may exhibit two traits:

    • Impaired capacity to apply the ‘new’ to daily tasks
    • Perception that it does not help them

    Those regular readers of this blog are aware of the R B C model (Relationship, Behavior, Condition).  From our Cross-Cultural Serious Game, the model was originally developed to address issues around cross cultural (international) negotiation processes.  Relationships are the focal point of this perspective, reflecting commonality of interest, balance of power and trust as well as intensity of expressed conflict.

    Behavior in this model is defined as a broad term including multi-dimensions and intentional as well as unintentional.  Finally, Conditions are defined as active and including circumstances, capabilities and skills of the parties, culture, and the environment.  Of course, time is a variable in this model as well.

    One key feature of the R B C Framework is its emphasis on interactive relationships while providing an environment for multiple levels of behavioral analysis.

    This makes it a useful tool to better understand technology take up resistance.  As with any forensic assessor, once we understand the Structural Dynamics we can implement approaches that will resolve efforts to thwart the ‘new.’

    How Does Your Organization Overcome Resistance to Change?

      https://www.urbandictionary.com/define.php?term=dystechnia

      https://en.wikipedia.org/wiki/Technology_acceptance_model

      www.rri-ccgame.com

      https://therrinstitute.com/wp-content/uploads/2017/10/structural_dynamics_-__version.pdf

  • Resolution: Celebrating a New Operational Start–One More Time

    Resolution: Celebrating a New Operational Start–One More Time

    It is hard to believe we are now 19 years into the century.  Seems like only yesterday we were worried whether the lights would stay on at Y2K.

    Each year many of us promise to do better at a list of things, some personal and some professional.  Some days or weeks later, some or all of our resolutions go unmet.

    For many heavy industry sector firms, January 1st is also the start of a new fiscal year.  New budgets will be released, and management will extol their workforce to meet new (possibly stretch) targets.

    If the equity markets are a barometer of things to come (leading indicator), then the Conditions organizations will find themselves in will most likely be volatile and some segments may even face significant challenges.

    For example, WTI crude oil closed on January 4th at US$ 47.96/bbl.  Some are bullish on this sector, with an expectation higher prices in the future.  History has shown this faith may not bear out.

    Regardless, organizational Behavior will need the flexibility to adjust in a process relevant time frame as conditions change.  The resulting Relationship with the firm’s ecosystem is a function of the behavior in the conditions or market circumstance.

    In other words, the R B C Framework is applicable in our everyday corporate life.  Why is this important?

    One way to view the global marketplace is one of continual change.  Often purveyors of Change Management/Organizational Transformation present this as a point in time.  Statements about continuous improvement are seemingly afterthoughts.

    We have developed an Operational Excellence Platform, as depicted in the following figure.  Please note that it is built upon the R B C Framework.

    Since the nature of Relationships across the organizational ecosystem will continuously evolve based on the marketplace, it follows that maintaining Operational Excellence depends on these tree factors.  Safe and profitable operations on strong, positive relationships.

    How well does your organization understand the R B C Framework for its ecosystem?

    Further Reading

    The author and others have published extensively on this subject.  The list of appropriate articles and papers is too extensive to list here.  However, readers are invited to peruse Dr. Shemwell’s extensive list of blogs and publications.

    See our Economic Value Proposition Matrix® (EVPM) for additional information and a free version to build your own EVPM.

    For further information Contact Us.

  • Organizational Predators: Jackals, Hyenas, and Wolves in Managerial Clothing

    Organizational Predators: Jackals, Hyenas, and Wolves in Managerial Clothing

    Prologue

    In the author’s August 2004 edition of the then, Executive Briefing Newsletter (early online delivery) we addressed the impact on the firm of managerial misbehavior.  This article was one of a list of challenges put forth to that generation of management.

    Sadly, recent events have compelled us all to revisit this issue, although for some it is the first time.  Upon re-reading the document, we felt that it might add value to current management and those that work for them to release it again in the blog format.

    The text presented is original and only minor typographical changes have been made.  We firmly believe that historical documents need to be held to their original meaning and we invite the reader to decide its value in today’s context.

    One note, readers may feel passion seeping through.  As this author recalls, at the time one of the jackals had harassed someone close to me.

    Point of the piece, this behavior was inappropriate then and it remain inappropriate today for this kind of nonsense to exist in the workplace.  Shareholder value is destroyed by this stupid behavior.

    One would guess that over the next months and years shareholder value will be destroyed in court settlements because of the recent behaviors of Organizational Predators: Jackals, Hyenas, and Wolves in Managerial Clothing.  Won’t put the names here—Google it!

    The original text is available in Essays on Business and Information II: Maximizing Organizational Performance, pp. 85-87 of the printed edition.  Readers will find it in the Ethics Section.

    Reprint

    Originally published in August 2004

    “I think I did something for the worst possible reason—just because I could. I think that’s the most, just about the most morally indefensible reason that anybody could have for doing anything.”

    – Bill Clinton

    Thank you, Mister President.  You have empowered another generation of Omega males in managerial positions who denigrate women “just because they could.”  In Bill’s case, Hillary emasculated him and moved on to become a U.S. Senator.  This option is not always available to others.

    Organizational leaders are role models for guidance in how managers relate to our female subordinates.  Dominant men (and sometimes women) are well positioned to do things just because they could.  If the organizational culture condones the just because they could model, in reality this conduct is what management offers shareholders.  As an investor, I am ready to sign up for that business model. Yah, Right—Perhaps NOT!

    Over the past three years, this newsletter has sought to put forth important and indeed even critical issues to the forefront of discussions.  I will tell readers up front, that this edition of the newsletter is different.  It is personal, and it comes about as the result of this author’s direct knowledge about how women in his professional and personal life are being treated.

    Therefore, I do not claim objectivity but seek to raise the thinking of those in similar situations as well and even the culprits themselves (and their spouses, usually wives).  In this writer’s humble opinion, this issue is not transit, but endemic.  In the list of those things that will not go away, this one is high.

    Corporate boards and CEOs should take note, as not only are there EEOC (Equal Employment Opportunity Commission) issues at stake (usually addressed by Human Resources and attorneys as background noise) but also Sarbanes Oxley exposure.  Sarbanes Oxley is usually couched along the lines of information flow to the CEO and Board, however, there is another dimension.

    The quality of management and their readiness to “hear” and incorporate the thinking of the best of the best, regardless of sex.  Just think if the CEO of Enron had actually listened to Ms. Sharon Watkins when she raised concerns instead of just blowing her off—he might still be enjoying his Aspen resort.

    You can outsource non-core activities, but you cannot outsource the corporate identity. How firm’s truly value every employee is who they are.  United States criminal law has a long history of prosecuting wife and child beating felons.  The principle is well established.

    Oh, the Humanity

    Men, more often than women, abuse the other sex and their offspring.  Predators prey upon the weak and the young, usually males dominating or destroying females and their young.  We see this in the wild animal kingdom and we see these predators on the Internet.

    We also find them inside corporate walls.  Boards and C levels often hide their heads in the sand and take a “don’t ask don’t tell” approach.  Guess what guys (and it usually is the ole boys club); the train has left the station without you.

    Fact is this train left a millennium or more ago.  Mothers are revered as the fount of life.  Regardless of ethnicity or religion, Mothers are central.

    That is until we get to corporate America or any other nation for that matter.  Once a woman choses or is forced to work, Mother’s Day goes out the window.

    Now Alpha (and those who think we are but have not yet been culled) males think we own these feminine prizes.  Guess what, you out of shape, overweight pathetic excuses for males, you do not.

    Do these women report to you and are their bonuses, promotions etc. depend on your stated and written opinion?  The answer is NO!

    Take that and shove it up your behind you legacies of the20th century.  There is a cataclysmic shift underway and while you may enjoy the short-term high of intimidating and even firing these women, Darwin rules.

    You are dead meat my friend, and probably at an age when you will least be able to afford it.  Mom is never irrelevant!

    Throughout the western United States, one can often see the skins of coyotes hanging on barbwire fences.  The clear message to other predators is this could be your fate as well.

    Similar symbolic gestures are necessary in publicly traded corporations.  Who gives some mid-level manager the right to denigrate hard working employees just as they put themselves out as bastions of righteousness?

    If these people were so smart, they would be top executives, and if they were the real comers, they think they are (with top level sponsors) petty crap would not be their forte.  Unless the organizational culture rewards the humiliation of women as part of the reward system.

    Truth is, most will never amount to anything.  While they have some short-term power, the organization does not really care about their efforts.  Fundamentally, they know this and this fact eats at them.

    Their anger is projected on their direct reports, and often the females in their organization.  This is a safe bet for an abuser!

    Who would challenge him?  Senior management demand results that he delivers for a while and his female direct reports are put through the grinder.  Pretty good gig if you can get one, especially if you are a predator by nature.

    Final Thoughts

    It is far past the time for a superior to have the audacity to state that I took advantage because I could.  This is not just a civil liberty, human rights, woman’s right, or Constitutional Amendment right.

    Organizations depend on the synergy of their organizational knowledge.  Not necessarily without friction, a necessary catalectic creative agent, but beyond retribution, physical and mental intimidation, fear of job loss or demotion, as well as physical threat posited by someone often 100 pounds or larger than his target.

    Sarbanes Oxley, global stock exchanges as well as common decency demand that our mothers, wives, sisters, nieces, and girlfriends be heard.  The rallying of the “ole boy” network does not have a place in the 21st century organization.

    Firms that overlook or down play these issues expose themselves to major lawsuits and the possibility that shareholder value may be decreased by BILLIONS.  There is no credible support for predator losers.

    The usual predator is an overweight male between 30-50 who attained his position through vigorous internal politicking or as the result of a merger where this individual had a title and thus perceived expertise.  Often, these individual distains women all the while being a pornographic connoisseur.

    This manager is impaired when dealing with women.  When a strong, woman subordinate questions his decision, this personality often retreats to his dominate position over this person and seeks to dictate.  This type of manager may have unresolved issues with his mother.

    I do not know about you, but I will not invest my hard-earned money in firms that condone, and even promote jackals.  In earlier times, these individuals would rape and pillage women unless/until challenged by a true Alpha male.  Today, as then these cowards retreat rapidly, only to reappear when they think the coast is clear—always hiding in the organizational shadows.

    When Boards and top management condone this behavior, they denigrate investor confidence. Billion-dollar class action lawsuits are not the fantasies of writers, they routinely occur.  Why should an investor support the pathetic disgusting behavior of reprehensible psychotics who usually make less than $250K? Is this the risk-reward trade off expected?

    Throw the bums out of the executive suite, but perhaps more importantly throw these true Nazis out of middle management.  Sarbanes Oxley demands nothing less.

    Proposition: All men and women are created equal.  No pathogen has the right to spend my money furthering his limitations.  A real man would just resign.

    But then again, these individuals are not men. They are Jackals, Hyenas, and Wolves in Managerial Clothing.  They may even be thieves as they destroy shareholder value.

    What a return on $250,000! CEOs, beware, SOX looms large over organizational incompetence.

    Finally, as true indictment of this testosterone starved wimps they take one of two paths in their personal life.  They either physically and emotionally beat the women (and children) in their lives (wives, daughters, nieces, step-daughters, aunts, mothers, et al) sometimes resulting in the death of these females or they kowtow to these same people and take their frustrations out on organizational female underlings.

    Regardless, these people are cowards and bullies.  There is no place for them in publicly traded corporations and I for one do not care to fund their criminal activities.

    The first CEO that tolerates or accommodates this behavior is yet to be sent to jail.  No doubt, we will soon read about such an individual.

    Earth to Wall Street. Enough is enough.  This piece is not the rambling of a female in an activist organization.  It comes from the pen of a white male born in 1948.  Demographically not high on the feminist hit parade.

    That is the point. This is not just a social issue it is an economic one.

    The psychological rape of our wives, sisters, and daughters by low life managerial predators can no longer be tolerated.  Fire these losers and put mothers in charge.

    The power of motherhood is not overrated.  We all have a mother and celebrate her wisdom every May.  Capitalize on this hidden downtrodden resource, and remove the cowardly scum whose manly prowess is limited, except perhaps in their own twisted ego.

    I for one do not care to fund such dysfunctional behavior.  I for one do not care to put my capital at risk at the hands of wife beaters and other predators.

    Set the traps, eliminate these vermin, and hang their skins on the corporate barbwire fence.  Corporate returns will surely be better without their “help.”

    Let the mothers, sisters, nieces and wives loose and let’s see if greater returns do not soon appear.  I am betting my money on Oprah and Carly and not Ken, Jeff and the others heading to jail who condoned managerial malfeasance.

    Further Reading

    Most of the issues discussed in this newsletter are part of a larger dialogue.  Readers are invited to explore additional thinking.  There are many books about abuse that you may wish to investigate.

  • Excellent Behaviors: Assessing Relationships in the Operational Excellence Ecosystem

    Excellent Behaviors: Assessing Relationships in the Operational Excellence Ecosystem

    One of the hot business buzzwords of 2017 is “Operational Excellence.” It has been the subject for many pundits, including this one.
    In October and November we published a two part series, Assuring Operational Excellence from Contractors and Their Subcontractors through BTOES Insights. Each part included a link to additional information.

    The October edition featured an excerpt of our Implementing a Culture of Safety book. In the November edition we released our new best practice solution, Attaining & Sustaining Operational Excellence: A Best Practice Implementation Model. We are proud to make it available herein and in general.

    One of the basic tenets of the RBC Framework is the general construct that Relationships cannot be determined a priori. The well-used example is a man and a woman sitting on a bench at a bus stop. Are they married, siblings, coworkers, friends or simply two people waiting to catch the same/different bus?

    Their relationship cannot be known directly. However, their Behaviors will provide insight into how they relate to each other. Romantic behavior may indicate marriage, dating, an affair etc. They may still be coworkers but most likely are not strangers.

    The third dimension, Conditions (environment) can be considered the stage upon which behaviors play. So, what does this have to do with Operational Excellence?

    Another component of our digital environment is Human Systems Integration (HSI). In our forthcoming book, we have defined HSI as, “Human Systems Integration (HSI) considers the following seven domains: Manpower, Personnel, Training, Human Factors Engineering, Personnel Survivability, Habitability, and Environment, Safety and Occupational Health (ESOH). In simple terms, HSI focuses on human beings and their interaction with hardware, software, and the environment.”

    This suggest that our ecosystem is getting more complex and not less. While not usually thought of in these terms, machines have a behavior as well. IBM’s chess playing Watson is a simple example of this phenomena.

    With all of these behavioral dynamics, how can an organization attain and sustain Operational Excellence? If one takes the position that with complex highly interconnected systems things will fail (Perrow’s Normal Accident Theory) then OE is a mythical destination.

    However, with a High Reliability Management (HRM) business model OE cannot only be attained, there is no reason why it cannot be sustained indefinitely. As the name indicates, HRM has a strong focus on reliability or that ability to recover quickly when an event occurs.

    One example is the 2015 Ebola virus incident in Dallas, Texas. One may recall that the virus was brought to the US by a traveler from Africa. Concerns quickly mounted that an epidemic might quickly ensue.

    While a few health care workers were infected, the public health care systems, medical community and others rapidly responded and contained the problem. The system was resilient! Were there problems and lessons learned, absolutely but the system worked. For most of us, life soon returned to normal.

    Conditions may change, but behaviors need to continue to rise to levels of excellence. This is the key to developing strong relationships throughout the ecosystem.