Fascinated by how organisations work and why we make life so difficult for ourselves.
Nottingham & Norfolk
Joined March 2011
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James Lawther retweeted
'They're exploiting the human anxiety that comes from something that's slightly different.'
Former Deputy PM Lord Heseltine explains to ＠BenKentish how the election campaign is being 'dishonest' in not discussing Brexit.
Thank you @annettefranz
The Elephant in the Office buff.ly/3vHmvTl #silos #processimprovement #employeeexperience @squawkpoint
Thanks for having me on your show @adrianswinscoe
PODCAST: You don’t get promoted for teaching people how to wash their hands – Interview with James Lawther (@SquawkPoint) bit.ly/4cC1kTb
The reasons why most organisations are so mediocre and what to do about it. Interview with @adrianswinscoe
NEW PODCAST: You don’t get promoted for teaching people how to wash their hands – Interview with James Lawther (@SquawkPoint) bit.ly/4cC1kTb
The world's top 100 customer service blogs, featuring
@customerthink, @billquiseng and @adrianswinscoe
amongst others, via @_feedspot business.feedspot.com/custom…
Are you a curious leader? Or just plain odd?
ajobdonewell.com/2024/03/19/…
James Lawther retweeted
"All anyone asks for is a chance to work with pride." ~ W. Edwards Deming
Our method of regulation relies on fear as the motivator. We need a method of regulation that fosters pride. We have to change the locus of control. #rethinkingregulation
The Great Post Office Scandal - Nick Wallis
This is a case study of how not to manage a corporation. It should be compulsory reading for every MBA, and anyone even remotely interested in organisational culture should read it.
squawkpoint.com/2024/03/dysf…
James Lawther retweeted
It's More Important To Make A Difference Than It Is To Make A Point youtube.com/shorts/guZow6aHe…
Yes and…
Evolution is all about small changes which may well be small mistakes, not whopping great big ones.
If you don't mind being wrong on the way to being right you'll learn a lot--and increase your effectiveness. But if you can't tolerate being wrong, you won't grow, you'll make yourself and everyone around you miserable, and your work environment will be marked by petty backbiting and malevolent barbs rather than by a healthy, honest search for truth.
You must not let your need to be right be more important than your need to find out what's true. Jeff Bezos described it well when he said, "You have to have a willingness to repeatedly fail. If you don't have a willingness to fail, you're going to have to be very careful not to invent." #principleoftheday
And what about somebody running a nuclear power plant?
"If you say ‘fail fast, fail often’ and you’re coming up with a new app, that’s great. If you said it to an automotive assembly line manager they'd look at you like ‘are you kidding me?’"
TY @contagious for this A+ interview on the nuances of #FailingWell cont.gs/3Ti9qst
James Lawther retweeted
The first principle is that you must not fool yourself, and you are the easiest person to fool.
James Lawther retweeted
Feynman learning strategy in THREE points:
1. Continually ask "Why?"
2. When you learn something, learn it to where you can explain it to a child.
3. Instead of arbitrarily memorizing things, look for the explanation that makes it obvious.
James Lawther retweeted
"The reality is you cannot have both tightly held managerial authority and the agility enabled by widespread employee empowerment. Attempts to blend elements of both will inevitably lead to confused systems with conflicting priorities."
flowchainsensei.wordpress.co…
Is our constant thirst for "efficiency" helping us?
The problem with self-checkout tills spectator.co.uk/article/the-…
James Lawther retweeted
"Large-scale problems do not require large scale solutions; they require small-scale solutions within a large scale framework" (David Fleming). This relationship between small & large-scale change is a fundamental issue for leaders of change. The @Centre4SysInnov describes a maturing approach to address this:
1. Confetti: multiple, single, focussed projects which slice up the complex reality of people’s lives & are unlikely to create large-scale impact across a system.
2. Spaghetti: a coherence between projects all working towards the same goal that generates potential for multiplication & amplifications of impact.
3: Meatballs & sauce: clusters of ingredients that together create something that is bigger (more tasty!) than these individual parts. The "sauce" keeps projects together so they can amplify, multiply & reinforce each other in practice.
See their brilliant (free) guide to enabling large-scale system change: griffith.edu.au/__data/asset…. TY @LauraJYearsley.
