"Hierarchy is a prosthesis for trust"

Here are some interesting things that were shared via Twitter these past two weeks.

I was called a Bandwidth enhancer by @WallyBock – I like that term!

“Terrorism is the war of the poor, and war is the terrorism of the rich.” ~Peter Ustinov – via @CBurell

“if managers really managed, they wouldn’t need performance consulting. Performance is the managers job.” – @BillCush

(organizational / institutional) “Hierarchy is a prosthesis for trust” … Warren Bennis .. an original leadership guru – via @JonHusband

BPM, overpromised & under-delivered: Programming is the automation of the known. Business processes … are the management & anticipation of the unknown – by @pevansgreenwood

Since Frederick Taylor’s time we’ve considered business – our businesses – vast machines to be improved. Define the perfect set of tasks and then fit the men to the task. Taylor timed workers, measuring their efforts to determine the optimal (in his opinion) amount of work he could expect from a worker in a single day. The idea is that by driving our workers to follow optimal business processes we can ensure that we minimise costs while improving quality. LEAN and Six Sigma are the most visible of Taylor’s grandchildren, representing generations of effort to incrementally chip away at the inefficiencies and problems we kept finding in our organisations.

Social & Workplace Learning through the 70:20:10 Lens – by @CharlesJennings

The shift in focus to workplace and social learning by HR and Learning professionals over the past few years is a significant one. And it’s not just a passing phase or fad. It is reflecting a fundamental change that is happening all around us – the move from a ‘push’ world to a ‘pull’ world, and the move from structure and known processes to a world that is much more fluid and where speed to performance and quality of results are paramount.

The Progress Principle: “One of the best business books I’ve read in many years.” … @DanielPink

[Teresa Amabile] Our survey showed that most leaders don’t understand the power of progress. When we asked nearly 700 managers from companies around the world to rank five employee motivators (incentives, recognition, clear goals, interpersonal support, and support for making progress in the work), progress came in at the very bottom. In fact, only 5% of these leaders ranked progress first – a much lower percent than if they had been choosing randomly! Don’t get me wrong; those other four motivators do drive people. But we found that they aren’t nearly as potent as making meaningful progress.

“And no, there was no need for a training department”; comment by @UFrei on Training Departments will Shrink

And why did these experts spend so much of their valuable time coaching us newbies? … And no, there was no need for a training department (our branch had been too small anyway). But there was an attitude to passing on the expertise from the best SMEs to the ‘apprentices’ and this attitude had been sponsored by senior management.

My conclusion: We need Sponsors facilitating learning (something former ‘Training Departments’ could probably do) and motivated Coaches among the experts with the allowance to spend part of their time to develop new expertise.

Leave a Reply

  • (will not be published)