Sublime

This question eventually led O’Brien to Chris Argyris, whose writings resonated with Hanover’s managers’ experience. Argyris’s “action science,” offered theory and method for examining “the reasoning that underlies our actions.”9 Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from examinati

Technical problems (even though they may be complex) can be solved with knowledge and procedures already in hand.

To be effective, your answers to the Five Whys should steer away from blaming individuals.

2. Executives are forced to keep on “operating” unless they take positive action to change the reality in which they live and work.

According to Shewhart’s Statistical Process Control, managers shouldn’t waste their time trying to fix every single problem. Instead, they should identify which ones can be predicted and fix them. Identify the ones that will likely never happen again and don’t make knee-jerk decisions. As a result, managers can spend their time on things they can c

“There is no such thing as a dysfunctional organization, because every organization is perfectly aligned to achieve the results it currently gets.”

Pluralistic-Green strives for bottom-up processes, gathering input from all and trying to bring opposing points of view to eventual consensus.

Like Steven Spear describing the Toyota environment as a community of scientists in The High-Velocity Edge, an organization that only Plans and Does can never really improve.