Welcome to Knowledge Jolt with Jack. This is where I have been keeping
my ongoing thoughts about knowledge management,
Theory of Constraints, and
related topics since 2004.
One of my biggest interests is how these techniques can help the individual
perform better in their role, and then how that individual performance can roll
up to a higher-level business performance. Because if individuals cannot
do well, there is no chance that the organization can do well.
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Even better, leave a comment here or take the thoughts into your own website and extend them.
What follows are excerpts of my recent blog entries. Click through for the full text.
I’ve written here a few times about cognitive biases. They encompass a wide variety of mental phenomena. This time the Einstellung Effect is in Scientific American. Fascinating.
Several weeks ago I spoke with APQC on a variety of topics, centered around their themes of critical knowledge. That has turned into two blog posts at APQC.
The book in two sentences: "There are two alternatives: one is to bitch about reality and the other is to harvest the gifts it just gave us. This is what I call the freedom of choice."
Ron Friedmann has a great find in law firm continuous improvement Clifford Chance Adopts Continuous Improvement Program:
Are successes because of the design or despite the design? What about failures?
Some good videos that I've come across recently on Theory of Constraint: Critical Chain and the Thinking Processes.
The KNOW Network has announced its 2013 MAKE Award winners for the Worldwide awards as well as some of the other regional winners.
"Bare Bones Change Management" by Bob Lewis is pretty much what it says it is: The basics of change management. The underlying premise of Lewis’ discussion in the book is around the old yarn that people (employees) resist change because they are stupid / dumb / uninformed / don’t understand. His claim, employees resist change because they’re smart.
"Look before you lean" by Employee X is an interesting study of a Lean implementation from the perspective of someone on the inside who didn't like what he saw.
"In the beginner's mind there are many possibilities, but in the expert's there are few."
I re-read Goldratt's book on the TOC approach to project management, Critical Chain. Some interesting food for thought here, even for a guy who does quite a bit of CCPM work.
Deming repeats the main mantra over and over: Management owns the system. It is the system that generates the results. If those results are unacceptable, it is management’s responsibility to investigate and improve the system. Repeatedly. Continuous improvement.