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{\pntxtb (}{\pntxta )}}\pard\plain \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0 \rtlch\fcs1 \af0\afs24\alang1025 \ltrch\fcs0 \fs24\lang1033\langfe1033\cgrid\langnp1033\langfenp1033 {\rtlch\fcs1 \af1\afs20 \ltrch\fcs0 
\f1\fs20\insrsid16646794 dont treat knowledge people as products
\par don't ask for overtime cause it will cut the person's personal time
\par strive for quality even when market dont need the quality standard in the long run poor quality cost more
\par dont set deadlines it will make the work longer cause it adds pressure to finish the product which result to poor products
\par beware of tricks to improve productivity
\par dont make the workspace as uniform cubicles with no windows cause workers want to design their workplace and have natural lights
\par measurement of performance should be keep to the individual worker not the manager
\par body-present hours (total time in the office)  uninterrupted hours (total time in the flow) use red bandana for worker to signify "do not disturb"
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16646794 portfolio is a must when interviewing
\par held an audition where future coworkers are part of the panelist and get their feedback (topic should be related to the job)
\par }{\rtlch\fcs1 \ab\af1\afs27 \ltrch\fcs0 \b\f1\fs27\insrsid16646794 Voluminous documentation Is part of the problem, not part of the solution.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16646794 \line }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 
\fs31\insrsid16646794 people perform better when they're trying new methodology (Hawthorne Effect). In the long run its to be determined so dont be adamant of using a methodology if its successful in the first try.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 
\fs30\insrsid16646794 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid8465623 {\rtlch\fcs1 \ab\af1\afs25 \ltrch\fcs0 \b\f1\fs25\insrsid8465623 The purpose of a team is not goal attainment but
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid8465623 {\rtlch\fcs1 \ab\af1\afs25 \ltrch\fcs0 \b\f1\fs25\insrsid8465623 goal alignment.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16646794 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid4203286 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid4203286 People who feel untrusted have little inclination
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid4203286 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid4203286 to bond together into a cooperative team.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid8465623 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid5461147 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid5461147 
assign people only one piece of work at a time can result in significant reductions of fragmentation, and thus give teams a real chance to form.}{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid8465623\charrsid5461147 
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid13919760 Reread Spaghetti dinner}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid8465623 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid12125207 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid12125207 Visual supervision
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid12125207 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid12125207 is a joke for development workers. Visual supervision is for prisoners.}{\rtlch\fcs1 \af0\afs30 
\ltrch\fcs0 \fs30\insrsid8465623 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15757541 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid15757541 During brainstorming }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid15757541 
Discourage negative comments,
\par like "That's a dumb idea," since dumb ideas often lead others to
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15757541 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid15757541 think of smart ideas.}{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid8465623 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid9730400 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid9730400 we don't work
\par overtime so much to get the work done on time as to shield ourselves
\par from blame when the work inevitably doesn't get done on
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid9730400 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid9730400 time}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid9730400 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid13919768 {\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid13919768 Any action that
\par rewards team members differentially is likely to foster competition.
\par Managers need to take steps to decrease or counteract this
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid13919768 {\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid13919768 effect.}{\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid8465623 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid338756 {\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid338756 In a team }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid338756 what matters is helping all
\par parties understand that the success of the individual is tied irrevocably
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid338756 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid338756 to the success of the whole.
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid8465623 
\par 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16646794 You don't have to solve the space problem for the whole
\par institution. If you can solve it just for your own people, you're way
\par ahead. And if your group is more productive and has lower
\par turnover, that just proves you're a better manager.
\par 
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid16646794 The term }{\rtlch\fcs1 \ai\af0\afs31 \ltrch\fcs0 \i\fs31\insrsid16646794 unprofessional }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid16646794 is often used to characterize surprising
\par and threatening behavior. Anything that upsets the weak manager
\par is almost by definition unprofessional.
\par 
\par The total cost of replacing each
\par person is the equivalent of four-and-a-half to five months of
\par employee cost or about twenty percent of the cost of keeping that
\par employee for the full two years on the job.
\par 
\par from the corporate perspective,
\par late promotion is a sign of health. In companies with low
\par turnover, promotion into the first-level management position comes
\par only after as much as ten years with the company
\par 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16646794 one can prove that retraining is not the cheapest way to
\par fill a new slot. It's always cheaper in the short run to fire the person
\par who needs retraining and hire someone else who already has the
\par required skills. Most organizations do just that. The best organizations
\par do not. They realize that retraining helps to build the mentality
\par of permanence that results in low turnover and a strong sense
\par of community. They realize that it more than justifies its cost.
\par 
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid16646794 Methodology is an attempt to centralize thinking. All
\par meaningful decisions are made by the Methodology builders, not by
\par the staff assigned to do the work which gives the impression that project people
\par aren't smart enough to do the thinking.
\par 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16646794 at DuPont, company's standards manual
\par defines a standard as "a proven method for undertaking a repeated
\par task." The manual goes on to explain that }{\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid16646794 proven }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16646794 means "demonstrated
\par widely and successfully within DuPont." That seems like
\par common sense to us, but it goes against the industry-wide convention
\par of hunting out new approaches and imposing them as standards
\par before anyone in the organization has even tried them out.
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid13371571 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid13371571 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid13371571 People use }{\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid13371571 team }{\rtlch\fcs1 \af0\afs30 
\ltrch\fcs0 \fs30\insrsid13371571 when the tight bonding of the jelled working
\par group is pleasing to them. And they use }{\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid13371571 clique }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid13371571 when it represents a
\par threat.
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid13371571 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid13371571 Fear of cliques is a sign of managerial insecurity.
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid10382939 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid10382939 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid10382939 We stopped talking about }{\rtlch\fcs1 \ai\af0\afs31 \ltrch\fcs0 \i\fs31\insrsid10382939 building }{
\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid10382939 teams, and talked
\par instead of }{\rtlch\fcs1 \ai\af0\afs31 \ltrch\fcs0 \i\fs31\insrsid10382939 growing }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid10382939 them. The agricultural image seemed right.
\par Agriculture isn't entirely controllable. You enrich the soil, you plant
\par seeds, you water according to the latest theory, and you hold your }{\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid10382939 breath. You just might get a crop; you might not. If it all comes up
\par roses, you'll feel fine, but next year you'll be sweating it out again.
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid10382939 {\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid10382939 That's pretty close to how team formation works.
\par }{\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid15016206 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15016206 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid15016206 there may be a policy that projects winding down have
\par to be de-staffed smoothly over time so that the personnel organization
\par can steer people efficiently into new projects. This assures that
\par teams will be broken up. Still other organizations take no specific
\par steps to disband teams, but miss every opportunity to keep them
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15016206 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid15016206 together.
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid15146519 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15146519 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid15146519 This Open Kimono attitude is the exact opposite of defensive
\par management. You take no steps to defend yourself from the people
\par you've put into positions of trust. And all the people under you are
\par in positions of trust. A person you can't trust with any autonomy is
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15146519 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid15146519 of no use to you.
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid5916648 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid5916648 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5916648 The engineering profession is famous for a kind of development
\par mode that doesn't exist elsewhere: the }{\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid5916648 skunkworks project.
\par Skunkworks}{\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid8018987  (synonymous to insubordination)}{\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid5916648  }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5916648 
implies that the project is hidden away someplace
\par where it can be done without upper management's knowing what's
\par going on. This happens when people at the lowest levels believe so
\par strongly in the lightness of a product that they refuse to accept management's
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid5916648 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5916648 decision to kill it.
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid11349461 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid11349461 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid11349461 the company would post new projects on a central kiosk.
\par People would form themselves into candidate teams and then "bid"
\par on jobs. If you had a hankering to work with some of your mates,
\par you would put your resumes together and make a joint pitch for the
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid11349461 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid11349461 job.
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16646794 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid16646794 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16646794 In the best organizations, thereis natural authority working in
\par all directions. The manager is known to be better at some things,
\par perhaps setting general directions, negotiating, and hiring, and is
\par trusted to do those things. Each of the workers is known to have
\par some special area of expertise, and is trusted by all as a natural
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid16646794 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16646794 authority in that area.
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid6234400 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid6234400 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid6234400 organizations have far less need for
\par closure than do the people who work for them. The prospect of
\par four years of work without any satisfying "thunk" leaves (milestone) everyone
\par in the group thinking, "I could be dead before this thing is ever
\par done." Particularly when the team is coming together, frequent closure
\par is important. Team members need to get into the habit of succeeding
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid6234400 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid6234400 together and liking it.
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5202843 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid5202843 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5202843 the team that needs that much leadership isn't functioning
\par very well as a team. On the best teams, different individuals provide
\par occasional leadership, taking charge in areas where they have
\par particular strengths. No one is the permanent leader, because that
\par person would then cease to be a peer and the team interaction would
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid5202843 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5202843 begin to break down.
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid13911007 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid13911007 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid13911007 A little bit of heterogeneity can be an enormous aid to create
\par a jelled team. Add one handicapped developer to a newly formed
\par work group, and the odds go up that the team will knit. The same
\par effect can result from adding a co-op student or an ex-secretary
\par on the first project after being retrained. Whatever the heterogeneous
\par element is, it takes on symbolic importance to team
\par members. It is a clear signal that it's okay not to be a clone, okay
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid13911007 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid13911007 not to fit into the corporate mold of Uniform Plastic Person.
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid6310740 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid6310740 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid6310740 chemistry-building strategy for a healthy organization:
\par \bullet  Make a cult of quality.
\par \bullet  Provide lots of satisfying closure.
\par \bullet  Build a sense of eliteness.
\par \bullet  Allow and encourage heterogeneity.
\par \bullet  Preserve and protect successful teams.
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid6310740 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid6310740 \bullet  Provide strategic but not tactical direction.
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid10227534 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid10227534 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid10227534 Don't experiment with more
\par than one aspect of development technology on any given project.
\par For all the talk about the importance of standards, it's surprising
\par how often managers abandon all standards on the rare project that is
\par designated a pilot. They often try out new hardware, new software,
\par new quality control procedures, matrix management, and new prototyping
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid10227534 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid10227534 techniques, all on the same project.
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid6297870 
\par 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid6297870 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid6297870 a policy of
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid6297870 {\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid6297870 constructive reintroduction of small amounts of disorder. Like the following things
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid6297870 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid6297870 pilot projects
\par war games
\par }{\rtlch\fcs1 \af0\afs27 \ltrch\fcs0 \fs27\insrsid6297870 brainstorming
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid6297870 provocative training experiences
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid6297870 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid6297870 training, trips, conferences, celebrations, and retreats
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid11364923 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid11364923 {\rtlch\fcs1 \af1\afs27 \ltrch\fcs0 \f1\fs27\insrsid11364923 It works when people are self-motivated, and when
\par they let reality dictate their directions to some extent.
\par I'm constantly being dragged back into reality because
\par the interests of the company dictate it. A lot of pure
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid11364923 {\rtlch\fcs1 \af1\afs27 \ltrch\fcs0 \f1\fs27\insrsid11364923 research is dead end. It's important to keep yourself
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid11364923 {\rtlch\fcs1 \af1\afs28 \ltrch\fcs0 \f1\fs28\insrsid11364923 focused on applied technology, because that can
\par always be made useful to the organization. The whole
\par idea of a loose charter can backfire, too, as it has at
\par Xerox. Some of the best people there got to feel that
\par the company was never going to use the good ideas
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid11364923 {\rtlch\fcs1 \af1\afs28 \ltrch\fcs0 \f1\fs28\insrsid11364923 they were coming up with [at PARC], and so they left.
\par }{\rtlch\fcs1 \af1\afs28 \ltrch\fcs0 \f1\fs28\insrsid3088488 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3088488 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid3088488 Most people
\par do\emdash they welcome a clear statement from the boss of just
\par what specific targets are to be met in order to be considered a success.
\par Most people need a well-defined charter, but managing the
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3088488 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid3088488 ones who don't is another matter.
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5513009 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid939445 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid939445 A single person acting alone is not likely to effect any meaningful
\par change. But there's no need to act alone. When something is
\par terribly out of kilter (like too much noise in the workplace), it takes
\par very little to raise people's consciousness of it. Then it's no longer
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid939445 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid939445 just you. It's everyone.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5513009 
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3088488 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid939445 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16060987 Holgar Dansk(all of your fellow coworkers)}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid939445 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16060987 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid11228032 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid11228032 These }{\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid11228032 motivational accessories, }{
\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid11228032 as they are called (including
\par slogan coffee mugs, plaques, pins, key chains, and awards),
\par are a triumph of form over substance. They seem to extol the
\par importance of Quality, Leadership, Creativity, Teamwork,
\par Loyalty, and a host of other organizational virtues. But they do so
\par in such simplistic terms as to send an entirely different message:
\par Management here believes that these virtues can be improved
\par with posters rather than by hard work and managerial talent.
\par Everyone quickly understands that the presence of the posters is a
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid11228032 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid11228032 sure sign of the absence of hard work and talent.
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3088488 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid11228032 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid608697 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid608697 What is the long-term effect of heightened competition among
\par people who need to work together? One of the first victims is the
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid608697 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid608697 easy, effective peer-coaching that is ubiquitous in healthy teams.
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid8742203 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid8742203 {\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid8742203 The act of coaching simply cannot take place if people don't
\par feel safe. In a suitably competitive atmosphere, you would be
\par crazy to let anyone see you sitting down to be coached; it would
\par be a clear indication that you knew less than your coach about
\par some subject matter. You would be similarly crazy to coach
\par someone else, as that person may eventually use your assistance
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid8742203 {\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid8742203 to pass you by.
\par }{\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid7433380 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid7433380 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid7433380 Such standards are good, but it's worth pointing out that the
\par great triumph of standards in the modern world is almost entirely
\par the success of standard interfaces. A standard for a screw thread
\par or a AA battery or a tape cassette says a lot about the final product\emdash how it interfaces with its corresponding parts\emdash but nothing
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid7433380 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid7433380 about the process for building that product.
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3088488 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid608697 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid9134549 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid9134549 Organizations that build products with the most value to their customers
\par win. Those that build products that make the world yawn
\par lose, even though they build them very, very efficiently. Even
\par those who stumble while building products of high value win
\par over the efficient yawners. Process isn't worth a rip unless it's
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid9134549 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid9134549 applied to projects that are worth doing.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid9134549 
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3088488 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid9134549 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid1913129 {\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid1913129 Organizations become more and
\par more averse to risk as they "mature." An organization under the
\par gun to demonstrate increased CMM level is not going to go looking
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid12586510 {\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid1913129 for real challenge.}{\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid12586510\charrsid12586510  }{
\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid12586510 higher proficiency is unlikely to reduce
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid12586510 {\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid12586510 risk anyway}{\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid1913129 
\par }{\rtlch\fcs1 \af0\afs29 \ltrch\fcs0 \fs29\insrsid15152162 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15152162 {\rtlch\fcs1 \ab\af1\afs28 \ltrch\fcs0 \b\f1\fs28\insrsid15152162 The projects most worth doing are the ones that will
\par move you DOWN one full level on your process scale
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15152162 {\rtlch\fcs1 \ab\af0\afs28 \ltrch\fcs0 \b\fs28\insrsid15152162 Maybe those are the only ones you can afford to do.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 
\fs30\insrsid15152162 
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3088488 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid1913129 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid13773234 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid13773234 Every time we deliver a new system, we ar& forcing people to
\par change the way they do their work; we might be redefining their
\par jobs entirely. We are demanding that they change, and while
\par we're at it, our own organizations are demanding that we change,
\par too. The emerging technologies and the building cycle-time pressures
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid13773234 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid13773234 are forcing us to change how we build our products.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 
\fs30\insrsid13773234 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid12863005 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid12863005 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid12863005 When we start out
\par to change, it is never certain that we will succeed. And the uncertainty
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid12863005 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid12863005 is more compelling than the potential for gain.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid12863005 

\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16385448 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid16385448 {\rtlch\fcs1 \ab\af1\afs27 \ltrch\fcs0 \b\f1\fs27\insrsid16385448 The fundamental response to change is not
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid16385448 {\rtlch\fcs1 \ab\af1\afs27 \ltrch\fcs0 \b\f1\fs27\insrsid16385448 logical, but emotional.}{\rtlch\fcs1 \ab\af1\afs27 \ltrch\fcs0 \b\f1\fs27\insrsid16385448 
\par }{\rtlch\fcs1 \ab\af1\afs27 \ltrch\fcs0 \b\f1\fs27\insrsid4130789 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid4130789 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid4130789 we need to }{\rtlch\fcs1 \ai\af0\afs31 \ltrch\fcs0 \i\fs31\insrsid4130789 celebrate }{\rtlch\fcs1 \af0\afs31 
\ltrch\fcs0 \fs31\insrsid4130789 the old as a way to help
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid4130789 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid4130789 change happen.}{\rtlch\fcs1 \ab\af1\afs26 \ltrch\fcs0 \b\f1\fs26\insrsid16714205\charrsid16714205  }{
\rtlch\fcs1 \ab\af1\afs26 \ltrch\fcs0 \b\f1\fs26\insrsid16714205 You never improve if you can't change at all.}{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid4130789 
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid16714205 
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid10971567 Old status -> chaos ->practice and integration -> new status 
\par 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15543486 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid15543486 Our natural fear of Chaos may help to explain why learning
\par something as a child appears so much easier than learning the
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15543486 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid15543486 same thing as an adult.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid15543486 
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid15543486 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid5375247 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5375247 change only has a chance of succeeding if
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid5375247 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5375247 failure\emdash at least a little bit of failure\emdash is also okay.}{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 
\fs31\insrsid5375247 
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid4130789 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16714205 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid4719991 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid4719991 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid4719991 Companies that downsize are frankly admitting that their upper
\par management has blown it.
\par But Wall Street still applauds. Why is that? Part of the reason
\par is that it looks so good on the books. A few thousand
\par employees gone, and every penny they would have earned goes
\par right to the bottom line, or at least it seems to. What's conveniently
\par forgotten in this analysis is the investment in those people\emdash 
\par paid for with real, hard-earned dollars and now thrown out
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid4719991 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid4719991 the window as if it had no value.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid4719991 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid2387402 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid2387402 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid2387402 successful learning organizations are always characterized by
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid14437897 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid2387402 strong middle management}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid14437897  }{\rtlch\fcs1 \af0\afs30 
\ltrch\fcs0 \fs30\insrsid14437897 It's worth pointing out that downsizings, when they happen,
\par are almost always targeted at middle management. In other
\par words, the proverbial "tightening ship" activity that has its vogue
\par every few years is often at the expense of organizational learning.
\par After such an exercise, an organization's learning center may be
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid14437897 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid14437897 destroyed.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid2387402 
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3088488 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid13773234 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16019004 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid16019004 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16019004 When you convoke a meeting with }{\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid16019004 n }{
\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16019004 people present, the
\par normal presumption is that all those in the room are there because
\par they need to interact with each other in order to come to certain
\par conclusions. When, instead, the participants take turns interacting
\par with one key figure, the expected rationale for assembling the
\par whole group is missing; the boss might just as well have interacted
\par separately with each of the subordinates without obliging the
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid16019004 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16019004 others to listen in.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid16019004 
\par 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3505830 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid3505830 A real working meeting is called when there is a real reason for
\par }{\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid3505830 all }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid3505830 the people invited to think through some matter together. The}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid14879878  }{
\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid3505830 purpose of the meeting is to reach consensus. Such a meeting is,
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid14879878 almos}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid3505830 t by definition, an ad hoc affair. Ad hoc implies that the
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3505830 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid3505830 meeting is unlikely to be regularly scheduled}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid3505830 

\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid16019004 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid3505830 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid10881211 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid10881211 It's perfectly reasonable
\par to call a meeting with a purpose that is strictly ceremonial,
\par particularly at project milestones, when new people come on
\par board, or for celebrating good work by the group. Such meetings
\par do not waste anyone's time. They fulfill real needs for appreciation.
\par They confirm group membership\emdash its importance and its
\par value. Ceremonial meetings that only celebrate the bossness of
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid10881211 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid10881211 the boss, however, are a waste.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid10881211 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid14572749 
\par 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid14572749 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid14572749 When people's time is wasted in unnecessary meetings or by early
\par overstaffing, they'll know it. They'll be frustrated and they'll
\par know why. If there is enough of such waste, they'll probably let
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid14572749 {\rtlch\fcs1 \ai\af0\afs30 \ltrch\fcs0 \i\fs30\insrsid14572749 you }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid14572749 know about it, too}{\rtlch\fcs1 
\af0\afs30 \ltrch\fcs0 \fs30\insrsid14572749 
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid16019004 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid10881211 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15038600 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid15038600 The science of making communities, making them healthy
\par and satisfying for all, is called politics. We hasten to add that it's
\par not the shameless shenanigans of corporate infighting that we're
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid15038600 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid15038600 going to address here; those are the pathologies of politics}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 
\fs30\insrsid15038600 
\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid132865 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid132865 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid132865 An organization that succeeds in building a satisfying community
\par tends to keep its people. When the sense of community is strong
\par enough, no one wants to leave. The investment made in human
\par capital is thus retained, and upper management finds itself willing
\par to invest more. When the company invests more in its people, the
\par people perform better and feel better about themselves and about
\par their company. This makes them still less likely to move on. The
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid132865 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid132865 positive reinforcement here is all to the good.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid132865 

\par }{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid7605228 
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid7605228 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid7605228 don't forget that you also succeeded at creating
\par a real community within that company, something that people
\par loved and respected and gave their allegiance to. Now, that was
\par an accomplishment. That's got to figure very prominently in your
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid7605228 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid7605228 sense of what you have done with your life.}{\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid7605228 
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid16019004 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid15038600 
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid3088488 {\rtlch\fcs1 \af0\afs30 \ltrch\fcs0 \fs30\insrsid5513009 Summary
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid5513009 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid5513009 Furniture Police, to
\par fight corporate entropy, defeat teamicidal tendencies, put more quality
\par into the product (even if time }{\rtlch\fcs1 \ai\af0\afs31 \ltrch\fcs0 \i\fs31\insrsid5513009 doesn't }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid5513009 permit), repeal Parkinson's
\par Law, loosen up formal Methodologies, raise your E-Factor, open
\par }\pard \ltrpar\ql \li0\ri0\widctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid6245149 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid5513009 your kimono}{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid6245149 . One change is plenty. Even a single s
ubstantive change to
\par }\pard \ltrpar\ql \li0\ri0\nowidctlpar\wrapdefault\faauto\rin0\lin0\itap0\pararsid6245149 {\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid6245149 the sociology of your organization will be a mammoth accomplishment.}{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 
\fs31\insrsid5513009 
\par }{\rtlch\fcs1 \af0\afs31 \ltrch\fcs0 \fs31\insrsid11108046 
\par }{\rtlch\fcs1 \af1\afs20 \ltrch\fcs0 \f1\fs20\insrsid11108046\charrsid11108046 http://www.facebook.com/#!/photo.php?fbid=1571242685563&set=a.1571234325354.2072533.1370388101&theater
\par }}