Woh, good stuff indeed from the people at QuantumShifting.
Merry Sunday!

quantum shifting

Don’t ask a systems thinker for advice on managing performance or staff engagement.  They will probably say something pretty fruity and you’ll wind up frustrated by how fervently they trash conventional wisdom on the subject.  Of course performance, engagement, recruitment, they’re all connected, so your systems thinking friend will sound like a fruit loop because they’ll see the whole picture and proceed to suggest that you are asking the wrong questions, when all you wanted to know is “how to get people to do stuff”.  You go to them as a sounding board because there is something you like about the way they think; when you’ve talked previously, they come up with ideas that seem counter-intuitive at first, but are actually surprisingly on the money.  However, when it comes to a sticky situation you are actually dealing with, you don’t want to hear them bang on about the system, the…

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2 Responses to

  1. GC says:

    This ought to be mandatory reading for every director and senior manager in the UK.

    If only they could see what their persistent ignorance and arrogance is doing not only to the staff that are supposedly their “most valuable asset” but also businesses they are meant to be running they might have a change of heart and behaviour.

    FFS who am I kidding, as long as the muppets in charge continue to earn big money for getting it wrong absolutely nothing is going to change or at least not quickly enough.

    Like

  2. Dubito says:

    Could it be that within organisations, some people are unaware of any system, some are adhering to their understanding of ‘the actual system’, and again others are adhering to ‘an agreed system’? Constructing and agreeing on a simplified version of ‘the actual system’ or even a seperate system makes it easier to manage, control and plan. Decisions based on the agreed system might in fact not even work in the actual system, but as long as everybody still agrees on the agreed system, the decisions are justifyable, even if outcomes ‘unexpectedly’ turn sour. If this is true, it could help clarify some friction between e.g. true system adhering professionals and agreed system adhering managers.

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