Description

In our work lives when something isnt working, we struggle with what part of the problem to tackle first. Do we start with cost reduction What about morale Or should we go for process improvements first We pick the problem to work on, and depending on whether our plan makes sense, one of two things happens. First, we failand then we add frustration to our list of problems. Two, we succeed, and then some new problem pops out to replace the old. We cut 10% out of our budget, and our star performers leave in frustration because we sliced what they saw as a critical program. Its as though the system were working on is an old inner tube. The moment we patch one hole and add pressure, another spot tears open. The point is that its possible to change everything at once. Seem far fetched Zaffron and Logan make a compelling argument that executives spend their time and money adjusting the systems in which people operate rather than targeting peoples performance directly. When the three laws in this book are applied, performance transforms to a level far beyond what most people think is possible.