Building Shared Vision
Ch2: Does your team have a Learning Disability?
The seven learning disabilities of an organization
I am my position - only own results from my little group. Can only do this job and it’s the only one that matters. The enemy is out there - not my fault
The illusion of taking charge - proactiveness should not be pre-emptive attack. Should come from seeing how we contribute to our own problems The fixation on events - if dominated by series of events. Best you can do is predict oe that’s coming and react to it. The parable of the boiled frog - have to watch slow processes The delusion of learning from experience - doesn’t work unless you see the consequences of the actions. The myth of the management team
Ch3: Prisoners of the system, or prisoners of our own thinking? The Beer Game
-- Retailer, Wholesaler and Brewer roles
-- Weekly orders with a month long lag btw order and delivery for each. -- Consumers go from buying 4 cases per week to 8 after being featured in a music video -- Retailer buys more but after waiting 3 weeks freeks out and buys a ton more. so do al lthe other retailers. Backlogs, chaos. Go from under inventory to over inventory. Same thing happens at wholesaler Lessons of the Beer Game:
Structure Influences Behavior - systems create their own crises. When placed in the same system, people, however different, tend to produce similar results. Structure in Human Systems is Subtle - not external. The basic interrelationship that controls behavior. Leverage Often Comes from New Ways of Thinking - people often have potential leverage that they do not exercise b/c they focus only on their own decisions and ignore how their decisions affect others. Usual just act in ways we feel compelled to act rather than seeing the structure and our role in it. Structural pieces in the Beer Game:
The structural pieces that caused wild swings in orders and inventories involved the multiple-stage supply chain and the delays intervening between different stages, the limited information available at each stage in the system, and the goals, costs, perceptions and fears that influenced individuals' orders for beer. The learning disabilities in the beer game:
-- became position. People do not see how their actions affect the other positions -- when problems arise look for enemy to blame
-- got "proactive" and placed more orders, making matters worse -- overordering built up gradually. Didn’t realize direness until too late -- don’t learn form experience b/c the consequences occur elsewhere in the system. Eventually coming back to create the problems they then blame on others -- get so caught up in blaming others that they cannot learn from one another's experiences.
Ch 4: The Laws of the Fifth Discipline
1. Today's problems come from yesterday's "solutions"
Solutions that merely shift problems from one part of a system to another often go undetected because, unlike the rug merchant, those who "solved" the first problem are different from those who inherit the new problem. 1. The harder you push, the harder the system pushed back Pushing harder, whether through an increasingly aggressive intervention or through increasingly stressful withholding of natural instincts, is exhausting. Yet, as individuals and organizations, we not only get drawn into compensating feedback, we often glorify the suffering that ensues. When our initial efforts fail to product lasting improvements, we push harder. Faithful as Animal Farm's Boxer. 1. Behavior grows better before it grows worse
Compensating feedback usually involves a "delay", a time lag between the short-term benefit and the long-term dis-benefit. 1. The easy way out usually leads back in.
Pushing harder and harder on familiar solutions, while fundamental problems persist or worsen, is a reliable indicator of...