Snow pack on the Helitrope Ridge Trail in North Cascade National Park. Photo by John Hunter.
The Curious Cat Management Improvement Carnival has been published since 2006. We find great management blog posts and share them with you. We hope you find these post interesting and find some new blogs to start reading. You may submitted a post to the management subreddit to have it considered for the next carnival. See more photos from North Cascade National Park, Washington, USA.
- To Change Culture, Change the System by David Joyce – “Deming learned it’s not a problem of the people it’s a problem of the system that people work within. He found that if you want to change behaviour, then you need to change the system, and change management thinking that creates it. Doing so, culture change is then free.”
- Customer Engagement is Employee Engagement (and vice versa) by Julian Birkinshaw and Simon Caulkin – “And that was the conclusion: putting every employee in the customer loop on a regular basis could strengthen the entire culture of the company. Every time a Roche employee met with a customer, the employee would leave more engaged in the work of the company.”
- Looting Factories For Fun and Profit by Bill Waddell – “These sorts of leveraged buyout games have made investment bankers millionaires, and destroyed tens of thousands of manufacturing companies over the last thirty years. It is a legal way to suck all of the value others have created from a company without adding anything.”
- Why? Such a powerful question by Mishkin Berteig – “This communication is paramount during the Sprint or Cycle but is absolutely mandatory during the planning meeting. A team cannot simply be given a list of instructions to follow. The team needs to understand what their Goal is.”
- Whoever Experiments Fastest, Wins by Mike Rother – “our current management paradigm tends to seek certainty. How rarely do we hear, ‘I don’t know,’ ‘Let’s observe what happens,’ ‘Not sure yet,’ ‘We’re testing that.’ (it is a shame when people are afraid of saying “I don’t know” – John)
- Reflections on the Passing of Eli Goldratt by David Anderson – “I will primarily remember Eli Goldrat as a warm, affectionate, kind, loyal, trusting and respectful man who just happened to care deeply about how people worked together while holding a passion for effective performance of businesses.”
- Rest in Peace, Eli Goldratt, 1947-2011 by Mark Graban – “Goldratt’s work had a mathematical basis that could be quantified and simulated in ways that were very helpful in manufacturing settings. He was also a leader who challenged people to improve their problem solving and thinking skills, ideas that had far broader applications.”
- Healthcare professionals are not trained to think systematically about systems by Steve Spear – “In most other sectors (education being another obvious exception), market forces–customers making informed purchase decisions on the basis of reliable functionality, reliability, and cost data–would reward the standouts and punish the less capable. Healthcare doesn’t operate that way.”
- The aim of leadership is not merely to find and record failures of men by John Hunter – Dr. Deming: “The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people.”
Related: successful experimenting: turning the PDSA cycle quickly – Too Much Leverage Killed Mervyns
