 |
Technical and business problems almost always have accompanying management problems that affect how the technical or business problem gets solved.
|
170 |
 |
The value of the whole-system approach is that it engages entire units to self-assess their current reality and plan how to improve it.
|
179 |
 |
Technical solutions fare poorly where improvement is dependent on a change in culture, traditional norms, or a shift in people’s habits.
|
185 |
 |
The motivation to proceed should be based on the desire to make improvement in the organization, not just the desire to do research.
|
202 |
 |
Accurate information about how the organization is functioning is not available to most managers.
|
210 |
 |
Helping the manager face up to the impact difficult relationships have on the problem may be the most important contribution you can make.
|
219 |
 |
It is the mandated institutionalization of useful practices that takes the life out of most implementation efforts.
|
253 |
 |
We particularly dilute the value of measurement when we separate the people who evaluate from the people who do the work.
|
258 |
 |
Must of what matters cannot be measured, and our consulting needs to reflect that.
|
258 |
 |
In creating high engagement, it is the expression of doubt that counts, not its resolution.
|
267 |
