Comments on: There is a delicate art to a consulting job. http://matrixed.org/wordpress/decision-making/322/ The analyst's acuity. A humorist's irony. Hearing the silence between the notes. Seeing both object and space, in minimalist and in Japanese art. Holding to the values beyond conflicting goals; reaching for the larger frame beyond the crisis. Spotting the patterns, navigating the chaos. How to think, how to manage. Mon, 14 Nov 2011 14:07:10 +0000 hourly 1 http://wordpress.org/?v=abc By: Reva Riise http://matrixed.org/wordpress/decision-making/322/comment-page-1/#comment-330 Reva Riise Tue, 22 Dec 2009 21:36:19 +0000 http://matrixed.org/wordpress/?p=322#comment-330 Your post is an inspiration for me to study more about this matter. I must concede your lucidity diversified my views and I will forthwith grab your rss feed to remain up to date on any potential articles you might release. You deserve thanks for a job well done! Your post is an inspiration for me to study more about this matter. I must concede your lucidity diversified my views and I will forthwith grab your rss feed to remain up to date on any potential articles you might release. You deserve thanks for a job well done!

]]> By: Дмитрий http://matrixed.org/wordpress/decision-making/322/comment-page-1/#comment-329 Дмитрий Thu, 17 Dec 2009 15:53:16 +0000 http://matrixed.org/wordpress/?p=322#comment-329 Нормально, можно cделать маленький сборник. Нормально, можно cделать маленький сборник.

]]> By: Тамара http://matrixed.org/wordpress/decision-making/322/comment-page-1/#comment-324 Тамара Wed, 16 Dec 2009 16:20:21 +0000 http://matrixed.org/wordpress/?p=322#comment-324 Кажется, это подойдет. Кажется, это подойдет.

]]> By: Amy Myer http://matrixed.org/wordpress/decision-making/322/comment-page-1/#comment-28 Amy Myer Thu, 04 Jun 2009 18:55:40 +0000 http://matrixed.org/wordpress/?p=322#comment-28 It's nearly always easier to make a technical change than an adaptive one to attempt to solve a problem. Adaptive change is fraught with risk. The engineers in the scenario above are no different than any group in most settings, corporate or otherwise. Even groups begging for adaptive change will often flee or revolt once presented with the realities of the sacrifice that change requires. The client knows, and the lead - the person depending on the client's business - knows that in order to be successful with the scope of adaptive change that engaging emotion in decision making requires, one must possess a strong set of principles and operating assumptions. To do otherwise is corporate suicide. How does one reverse the thought process of a generation of Gantt chart users? No great leader that I know of ever used one in decision-making, although I strongly believe that tools play a role in the process. Great leaders almost always used their emotions in motivating others who made the micro-level decisions that ultimately caused adaptive change. Sometimes the leaders didn't survive the process to see the outcome. So if great leaders used their emotions to such effect, surely the average manager-type can as well. I just don't see how. Hey, I bet if we just create a tool that can gauge the excitement level generated by options A, B, or C.... It’s nearly always easier to make a technical change than an adaptive one to attempt to solve a problem. Adaptive change is fraught with risk. The engineers in the scenario above are no different than any group in most settings, corporate or otherwise. Even groups begging for adaptive change will often flee or revolt once presented with the realities of the sacrifice that change requires.

The client knows, and the lead – the person depending on the client’s business – knows that in order to be successful with the scope of adaptive change that engaging emotion in decision making requires, one must possess a strong set of principles and operating assumptions. To do otherwise is corporate suicide.

How does one reverse the thought process of a generation of Gantt chart users? No great leader that I know of ever used one in decision-making, although I strongly believe that tools play a role in the process. Great leaders almost always used their emotions in motivating others who made the micro-level decisions that ultimately caused adaptive change. Sometimes the leaders didn’t survive the process to see the outcome.

So if great leaders used their emotions to such effect, surely the average manager-type can as well. I just don’t see how. Hey, I bet if we just create a tool that can gauge the excitement level generated by options A, B, or C….

]]> By: Performance Improvement - Rodney Brim http://matrixed.org/wordpress/decision-making/322/comment-page-1/#comment-27 Performance Improvement - Rodney Brim Thu, 04 Jun 2009 18:47:57 +0000 http://matrixed.org/wordpress/?p=322#comment-27 Julian, Absolutely hilarious, insightful and painful to read... all at once. Have you thought of writing plays as another career? You have to produce a video and put that up on Utube. I can hardly wait for the next scene. Rodney Brim, http://www.managepro.com/blog Julian,
Absolutely hilarious, insightful and painful to read… all at once. Have you thought of writing plays as another career? You have to produce a video and put that up on Utube.

I can hardly wait for the next scene.

Rodney Brim,
http://www.managepro.com/blog

]]> By: William Hultquist http://matrixed.org/wordpress/decision-making/322/comment-page-1/#comment-26 William Hultquist Wed, 03 Jun 2009 23:47:11 +0000 http://matrixed.org/wordpress/?p=322#comment-26 Julian, Being a true consultant requires that you are rich enough to afford being fired. Ceo/owners need to understand the core issues behind the feedback they are getting but often want to sugarcoat it with an initiative that is not based on best practices and develops a whole new set of unintended negative consequences. Love your blog! Keep up the good work. Warm regards, Bill Julian,

Being a true consultant requires that you are rich enough to afford being fired.

Ceo/owners need to understand the core issues behind the feedback they are getting but often want to sugarcoat it with an initiative that is not based on best practices and develops a whole new set of unintended negative consequences.

Love your blog! Keep up the good work.

Warm regards,

Bill

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