Analog Computing Machine in Fuel Systems Building Lewis Flight Propulsion Lab-NASA

Retraining Mainframe COBOL Programmers to Object-Oriented Java Programming, via Requisite Organization

E. Forrest Christian Computers/IT, Managing, Organizations 1 Comment

A few weeks ago, I talked about the basics of Requisite software developmen and organizational design affects the quality of software projects. Today, I will continue that, answering Paul’s questions about retoolling a mainframe shop to object-oriented programming (OOP). Computer solution groups within companies have different names, often from when they started. Management Information Systems (MIS) and Data Processing Center …

Mastering the new, letting go of the old

Al Gorman Managing, Theory Leave a Comment

Enclosed is another article published (and reproduced with their consent) by the folks at Core International. This creation is from Ginty Burns and Rich Morgan, two of Core’s talented consultants specializing in Requisite Organization and Stratified Systems Theory. You can visit Core at their website www.coreinternational.com Here’s the article.

Effective Listening for Leaders and for Life

Al Gorman Coaching, Managing 1 Comment

Do we really listen? How are effective, or ineffective, listening skills affecting your organization, the people who are employed by the organization and the results they deliver? Expanded further how are your listening skills affecting your life? Let’s start with the premise that we really don’t listen at all. Or, as a minimum at best we listen to what we …

Performance Reviews and Pay

E. Forrest Christian Careers, Managing 2 Comments

Let me come clean: I have never had a good experience in any formal performance review. I tend towards the “tell me what you want me to do and let me do it” mindset. Whenever I have managed employees, I have always believed that if you didn’t know how you were doing at least every week, I wasn’t doing my …

Strengthening Hierarchy from the Bottom Up

Al Gorman Managing 1 Comment

The challenge with hierarchy is balancing position power with inclusion. We’ve been on an “Engagement Journey” for quite a while, one that is aimed at imparting cultural change and resulting in a highly engaged workforce. We might even conclude that although imperfect, many of the right things are being done. Engagement is being built with managerial systems. There are no …

Discrimination Deters the Realization of Current Potential Capability

Al Gorman Governance, Managing Leave a Comment

Central to the objectives of stratified systems theory and requisite managerial practices is the notion that the organization will reach its full potential capability by facilitating the opportunities for the individuals employed by the organization in meeting their full potential. The objective of providing each individual the opportunity to realize his or her full potential capability is a remarkable and …

Setting Context & The Burning Platform

Al Gorman Change, Managing Leave a Comment

When we set forth to assign a task to an individual the significance of context is too often underestimated. Agreed that those tasks that are routine and repetitive in nature require very little in terms of relevant context beyond that applied when the task was first assigned, unless of course something significant has changed. Context assists in the assignment of …

Demystifying Management

Al Gorman Governance, Managing, Theory Leave a Comment

Al Gorman What exactly is management and how do we provide for its effectiveness? The thought of navigating through the labyrinth of attributes, formulae and competencies being offered today is both a challenge and confusing. The evolution of modern management appears to be a myriad of trial and error and the very notion of what contributes to, or detracts from, …

Winter night, looking down to Chateau D'Oex. (c) 2008 E. Forrest Christian. All rights reserved.

Right Fitting Work Builds Trust, Bad Fitting Work Makes Distrust

E. Forrest Christian Managing 1 Comment

If you underemploy people as a society, you destroy social trust. Social trust increases agility because it reduces transaction costs and increases sharing of knowledge. Proper employmet builds trust. If you want a trust-filled company, then you must ensure that people have roles that fit their size. UPDATE 2005-March-04 If you have someone in a role that is too small …