A selection of photo's from this week's sandpit with NIAB's Innovation Farm. Proof, if any were needed, that quality conversations are a great platform for sharing best practice.
Decision making is at the heart of management and leadership. Typically it is a process about closing the gap between where we are and where we want to be. The process can be simplified as follows: Once we decide , we act . After acting, we monitor the results of our actions. Finally, we evaluate the results we’ve monitored. This can be presented as a Decision Execution Cycle (DEC) shown below: Decision Execution Cycle There is nothing complicated about this. The DEC is a common sense approach that few would argue against and many of us will recognise this as being valid for most organisations. Its simplicity is central to its success, but to throw a different light on this I want to introduce the concept of a similar but subtly different model for understanding decision making in action – the wonderfully titled "OODA loop". The OODA Loop One of the most interesting and fascinatingly simple models in the study of how people actua...
Care for some management speak, your Grace? Let's start with an anecdote. The night before the Battle of Waterloo, the Duke of Wellington was asked a question by one of his junior officers. " What are your plans, your grace? " the officer asked. “ To beat the French ” was the Duke's curt reply. When the questioner went on to suggest that the Duke might be well advised to share his more detailed plans with his men in case he himself were to be injured the Duke tersely replied, “ If I thought my hair knew what my brain was thinking I’d shave it orf and wear a wig ”. How times change. This morning, an e-mail newsletter arrived in my inbox from the McKinsey Quarterly . It contained the sort of thinking that would have the dear old Duke of Wellington ripping out his hair and which would have curled his toes inside his now famous boots. The McKinsey article talks about “Crowdsourcing”. According to wikipedia crowdsourcing is about "outsourcing ta...
I've written and spoken about it so many times that to some people I must be starting to sound like a cracked record. But just in case this is completely new to you then let me crank the gramophone handle one more time.... The most amazing thing about critical incidents that impact organisations is not that they happen but that they do not happen more often. Turn on the news and you'll find one in an instant. Right now, somewhere in the world, an organisation is experiencing a critical incident. And you only have to look at the "Wall of Terror" below to see some potential consequences. So if there is a certain inevitability surrounding the fact that the organisation that you work in will experience a critical incident then what can leaders do to ensure that their organisation will survive? Here's our suggested top 5 values, attitudes and behaviours: Communicate the vision Organisations that keep going through critical incidents have a strong...
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