In this TED talk, Jason Fried, founder of 37 signals, discusses how people get work done. When asked where do you go when you really need to get something done, almost no-one says: the office (unless it is early in the morning or late at night)? This is especially for creative people and knowledge workers. They need long stretches of uninterrupted time to concentrate. “The real problems in the office are the managers and the meetings.”
He offers 3 suggestions to make the office a place people can get work done. No talk Thursdays. And if that is too much how starting with 1/2 a day Thursday once a month. Second, replace active distraction (meeting, going and talking to a person) with passive distraction (email and IM) that a person can turn off when they need to focus. I have found this very useful myself. And third, cancel meetings. He closes with: I hope I have given managers reasons “to think about about laying off a little bit and giving people some time to get work done.”
Great stuff! If you enjoy this blog (the Curious Cat Management Improvement Blog), you definitely should watch this webcast. This video has some great insight into education, learning and systems thinking. It also provides a good explanation of systems thinking compared to analysis. Dr. Ackoff: “You cannot explain the behavior of a system by analysis.” “The performance of the whole is never the sum of the performance of the parts taken separately: but it’s the product of their interactions. Therefore, the basic managerial idea introduced by systems thinking is that to manage a system effectively you must focus on the interactions of the parts rather than their behavior taken separately.”
Dr. Ackoff: “Most discussion of education assume that the best way to learn a subject is to have it taught to you. That’s nonsense… Teaching is a wonderful way to learn. Therefore if we want people to learn we have to make them teach.” If you want more on this see David Langford’s work which provides great advice on how to improve learning and education.
The short video includes some interesting points by Jack Welch on six sigma. GE was a huge company and did plenty of things that could be criticized. But often those criticizing take it much to far and disregard the sensible things GE understood and was doing well.
Quotes by Jack Welch: “variation is evil” “Will six sigma companies get more valuation in the marketplace? Not unless they produce results. You can’t put up a slogan that says we are a six sigma company and think the pe is going to move.”
The webcast of Mary Poppendieck’s talk, The role of leadership in software development, at Google. As usual Mary does a very nice job of providing some good historical background while exploring wise management practices (tied to software development but plenty useful for any manager).
Jason Yip explores the value of reducing work in process and reducing context switching costs to optimize throughput. By designing processes to work on projects serially instead of in parallel we reduce context switching, and other costs, of multitasking.
In the webcast Dan Pink’s shares research results exploring human motivation and ideas on how to manage organization given the scientific research on motivation.
“once a task called for even rudimentary cognitive skill a larger reward led to poorer performance”
“Pay people enough to take the issue of money off the table. Pay people enough so they are not thinking about money they are thinking about the work.”
“3 factors lead to better performance: autonomy, mastery and purpose” [not additional cash rewards]
Open source software is created by highly skilled people contributing their time to collaborative projects that are then given away (such as Linux, Ruby, Apache). For large efforts their are often people paid by companies to contribute to the open source software but many people contribute 20-30, and more hours a week for free to such efforts, why? “Challenge, mastery and making a contribution”
“When the profit motive becomes unmoored from the purpose motive, bad thing happen. Bad things ethically sometimes, but also bad things like not good stuff, like crappy products, like lame services, like uninspiring places to work… People don’t do great things”
“If we start treating people like people… get past this ideology of idea of carrots and sticks and look at the science we can actually build organization and work life that make us better off, but I also think they have the promise to make our world a just a little bit better.”
The IHI Open School is a great resource and exactly the type of thing organizations with a mission to improve performance should be doing. Provide resources online that are easy for people to access and then apply in their organization. See more management webcasts.
If you read this blog, you know I believe extrinsic motivation is a poor strategy. This TED webcast Dan Pink discusses studies showing extrinsic rewards failing. This is a great webcast, definitely worth 20 minutes of your time.
“you’ve got an incentive designed to sharpen thinking and accelerate creativity and it does just the opposite. It dulls thinking and blocks creativity… This has been replicated over and over and over again for nearly 40 years. These contingent motivators, if you do this then you get that, work in some circumstances but in a lot of tasks they actually either don’t work or, often, they do harm.”
“there is a mismatch between what science knows and what business does“
“This is a fact.”
What does Dan Pink recommend based on the research? Management should focus on providing workplaces where people have autonomy, mastery and purpose to build on intrinsic motivation.
via: Everything You Think about Pay for Performance Could Be Wrong [the broken link was removed]