QUERY Why don't organizations function better? (SD6540)
Posted: Fri Aug 31, 2007 3:38 pm
Posted by ""Schuette, Wade"" <wschuett@jhsph.edu>
Bill Braun asked why organizations don't function well.
That seems worthy of a thread.
I'll suggest that two requirements of a thriving organism or organization are that it be in touch with itself, and it be in touch with reality.
These are systems effects and feedback loops.
In system terms, there should be a closed feedback loop connecting people who are aware of reality (usually on the bottom) to those making decisions (usually on the top), where those on the top take into consideration the news that the working model is wrong from those on the bottom.
And, there should be a feedback loop connecting actual outcomes of customers to product or service creation activities within the
organization. In Toyota / Lean terms - there should be customer pull.
Steering by process measures, or internal outcomes (also known as short- term ""in-come"") is not adequate to remain responsive and adaptive.
I suppose a third requirement is not falling into pitfalls, particularly ones with feedback, such as sacrificing tomorrow for today's ""progress"", making tomorrow harder, leading to even more sacrificing the next day to ""progress', etc. in a death spiral.
We could go on about asking ""why"" five more times for each of those, but I think the list is long enough as it is, and sufficient to model the majority of corporate disasters and failures to thrive.
Wade Schuette
Ann Arbor,MI
Posted by ""Schuette, Wade"" <wschuett@jhsph.edu> posting date Thu, 30 Aug 2007 08:48:09 -0400 _______________________________________________
Bill Braun asked why organizations don't function well.
That seems worthy of a thread.
I'll suggest that two requirements of a thriving organism or organization are that it be in touch with itself, and it be in touch with reality.
These are systems effects and feedback loops.
In system terms, there should be a closed feedback loop connecting people who are aware of reality (usually on the bottom) to those making decisions (usually on the top), where those on the top take into consideration the news that the working model is wrong from those on the bottom.
And, there should be a feedback loop connecting actual outcomes of customers to product or service creation activities within the
organization. In Toyota / Lean terms - there should be customer pull.
Steering by process measures, or internal outcomes (also known as short- term ""in-come"") is not adequate to remain responsive and adaptive.
I suppose a third requirement is not falling into pitfalls, particularly ones with feedback, such as sacrificing tomorrow for today's ""progress"", making tomorrow harder, leading to even more sacrificing the next day to ""progress', etc. in a death spiral.
We could go on about asking ""why"" five more times for each of those, but I think the list is long enough as it is, and sufficient to model the majority of corporate disasters and failures to thrive.
Wade Schuette
Ann Arbor,MI
Posted by ""Schuette, Wade"" <wschuett@jhsph.edu> posting date Thu, 30 Aug 2007 08:48:09 -0400 _______________________________________________