James Lawther
@SquawkPoint
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Fascinated by how organisations work and why we make life so difficult for ourselves.
Nottingham & Norfolk
Joined March 2011
'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.
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Thank you @annettefranz
The Elephant in the Office https://t.co/ifgPUuFLyy
#silos #processimprovement #employeeexperience @squawkpoint
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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) https://t.co/ZGi9Pb1Yl4
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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) https://t.co/ZGi9Pb1Yl4
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The world's top 100 customer service blogs, featuring @customerthink, @billquiseng and @adrianswinscoe amongst others, via @_feedspot
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Customers will keep changing their needs... https://t.co/PeB0P1xRsp
squawkpoint.com
here are three ways to determine what your customer needs. All are common sense, but common sense and common practice aren’t the same thing.
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There is no such thing as a dysfunctional organization, because every organization is perfectly aligned to achieve the results it currently gets" -- Jeff Lawrence So much to unpack here.
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Is it better to manage the forest or the trees? https://t.co/NkG4wKxUmo
squawkpoint.com
The phenomenon of forest dieback shows the perils of focusing on parts of the system rather than the managing the system as a whole.
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"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
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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. https://t.co/x0ZBdEhdgG
squawkpoint.com
Nick Wallis's book highlights the dysfunctional culture and bovine management present in many large organisations.
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It's More Important To Make A Difference Than It Is To Make A Point
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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
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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
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The first principle is that you must not fool yourself, and you are the easiest person to fool.
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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.
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"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." https://t.co/8dYKgNOeP8
flowchainsensei.wordpress.com
Power or Profits – You Can’t Have Both “Command-and-control is less and less the model for how the world works. Hierarchies, with their emphasis on obedience and conformity, are i…
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Is our constant thirst for "efficiency" helping us?
The problem with self-checkout tills
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"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
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