Work Naturally.
All work involves managing uncertainty, and all decisions are made in the face of it. As Michael Raynor pointed out in The Strategy Paradox: Why committing to success leads to failure (and what to do about it), uncertainty gets larger the higher that you go in the business. At lower levels, I’m still worried about uncertainty but I’m trying to …
You may have gotten the impression that Gary Klein’s Recognition-Primed Decision Model (PDF) was based on intuition. You would be in good company. Lots of people who write about RPD infer that it’s all about intuition, about gut feelings, about making fast decisions. That’s not really true. It may have been the many firefighter stories. The chief at the kitchen …
On the Commutecast this week, I talked about how Gerg Gigerenzer and colleagues have shown that a simple algorithm can out-perform a complex one in predicting future events (PDF). It’s not just that getting the information is expensive — whether you are hunting it down or finding it, collecting data costs you effort and often resources. It’s that even where …
As Mark Nichols describes in “Flat Will Kill You, Eventually: Why Every Company Needs Structure“, flat seems like such a great idea when we start out. It works so well and things go so smoothly. Then everything slides downhill on a runaway shopping cart into hell of recrimination, anger and mistrust. What in the world just happened? Why did the …
As I said in Just Make A Decision!, my father was an advocate of “Just make a decision!” You might have thought that this meant that he didn’t think that data and information could help you make better decisions. You wouldn’t be farther from the truth. My father was a Statistical Process Control expert, which became Quality Control which became …
Elliott Jaques is rightly praised for many things: first one to apply the ideas of social culture to the life inside organizations; identified and named the “mid-life crisis” (sorry Gail Sheehy!); led the longest on-site social research efforts at Glacier Metal Company, running some 25 years; and developing a method for building the requisite organizational structure for any managerial endeavor. …
Last time we heard from Danny Fleming, the banking executive, who said that his success was in a large part due to his ability to make decisions when others would dither. This time I’m going to a Danny closer to home: my late father, “Danny” Christian. I was reminded of his thinking on decision making recently when a relative told …
Successful people — people who get things done and not just kiss asses — have on thing in common: they can make decisions. You’d think it would be leadership or emotional intelligence or even financial acumen. But it’s not. It all comes down to getting things done. And if you want to get things done, you have to make decisions. …
“He’s a real software developer,” I told her. “It’s not just that he’s ‘in a different league’”, I said. “He’s playing an entirely different game.” I was sitting with a business lead who oversaw a large IT project. She and I were talking about the best people on the team. I mentioned that Ivan was clearly the best we had. …
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I know that Walmart isn’t trying to be a customer service king. They compete entirely on price. I don’t enjoy being around that many people – Walmart is successful at always being crowded – so I haven’t been in one in awhile. I’m not one of those Walmart haters, either: in the past I’ve always considered Walmart the epitome of …
