Democratic Business: March 2013

Wednesday, March 27, 2013

How to Change a Culture...

"Learn by doing first and training second. I have been involved in many corporate (change efforts) and someone will inevitably say, "Before we can get started with all these radical changes, we need to inform people of what we are doing through training courses." This has led to elaborate corporate training programs with PowerPoint™ presentations.

Unfortunately you cannot PowerPoint™ your way to (change). (Change) is about learning by doing. I believe that in the early stages of transformation there should be at least 80% doing and 20% training and informing. The best training is training followed by immediately doing … or doing followed by immediate training. The (best) approach to training is to put people in difficult situations and let them solve their way out of the problems."

Thursday, March 14, 2013

Democratic Taylorism

“In my system the workman is told precisely what he is to do and how to do it and any improvement he makes upon the instructions given to him is fatal to success.” -- Frederick W. Taylor (Father of the “Efficiency Movement” of the 1800s)

The key difference between Taylorism and the Toyota Way is that the Toyota Way preaches that the worker is the most valuable resource—not just a pair of hands taking orders, but an analyst and problem solver. In contrast to the traditional top-down business, Toyota's bureaucratic, top-down system becomes the basis for flexibility and innovation. Adler called this behavior "Democratic Taylorism."

How Will You Measure Your Life?

I recently read this article by Clayton Christiansen out of Harvard entitled, “How will you measure your life?” It is what he tells his students on the final day of his class.

One of the items that he mentions sticks out to me. It reads as follows:

“One of the theories, . . . . . how to be sure we find happiness in our careers—is from Frederick Herzberg, who asserts that the powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements. I tell the students about a vision of sorts I had while I was running the company I founded before becoming an academic. In my mind’s eye I saw one of my managers leave for work one morning with a relatively strong level of self-esteem. Then I pictured her driving home to her family 10 hours later, feeling unappreciated, frustrated, underutilized, and demeaned. I imagined how profoundly her lowered self-esteem affected the way she interacted with her children. The vision in my mind then fast-forwarded to another day, when she drove home with greater self-esteem—feeling that she had learned a lot, been recognized for achieving valuable things, and played a significant role in the success of some important initiatives. I then imagined how positively that affected her as a spouse and a parent. My conclusion: Management is the most noble of professions if it’s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team. More and more [people think] that a career in business means buying, selling, and investing in companies. That’s unfortunate. Doing deals doesn’t yield the deep rewards that come from building up people."

I’m sure you can see why it sticks out.