Google: Ten Golden Rules – Newsweek – Newsweek: International Editions – Issues 2006 – msnbc.com

“Getting the most out of knowledge workers will be the key to business success for the next quarter century. Here’s how we do it at Google”

# Hire by committee.
# Cater to their every need.
# Pack them in.
# Make coordination easy.
# Eat your own dog food.
# Encourage creativity.
# Strive to reach consensus.
# Don’t be evil.
# Data drive decisions.
# Communicate effectively.

Jerry Weinberg is a legend in Project Management and Consulting circles. Here are his 10 Laws of Trust:

1. Nobody but you cares about the reason you let another person down.
2. Trust takes years to win, moments to lose.
3. People don’t tell you when they stop trusting you.
4. The trick of earning trust is to avoid all tricks.
5. People are never liars—in their own eyes.
6. Always trust your client—and cut the cards.
7. Never be dishonest, even if the client requests it.
8. Never promise anything.
9. Always keep your promise.
10. Get it in writing, but depend on trust.

Conferences That Work | Jerry Weinberg’s ten laws of trust

I am enjoying the podcasts from the American Management Associations (AMA) podcast series Edgwise.

Today I listed to an interesting interview with  Dr. Graham Jones, an world expert on Mental Toughness. Well worth a listen.

What does Lebron James have in common with Warren Buffet? Whether we’re getting ready for the big game or the big meeting, we all deal with high pressure situations; it’s natural to everyone on the job and a reality of the workforce. In his new book Thriving on Pressure: Mental Toughness for Real Leaders, Dr. Graham Jones encourages us to channel that pressure and make the hard decisions.

Dr. Jones is formerly professor of Elite Performance Psychology at the University of Wales in Bangor. An author of 150 White Papers in publications on the subject of high level performance. He is the Founding Director of Lane4 Management Group Limited, which is a leading performance in consultancy that has offices in the U.S. and around the world.

Dr.
Graham Jones on Mental Toughness » AMA Edgewise

This is another presentation from Jeff McNeill (who brought you the Drucker and Goldratt Concept map).

This one is an introduction to Information Graphics, a topic I that has fascinated me ever since coming across Edward Tufte and recently stimulated by Dan Roam’s superb Back of the Napkin series of books on Visual Thinking.

I am currently crunching through Steve Litt’s brilliant series of books on Troubleshooting. I am hugely into general problem solving frameworks and his Universal Troubleshooting Process (UTP) is one of my favourites.

Today, whilst clearing my backlog on Instapaper I came across this Wired.com piece on legendary design firm IDEO. They use a simply process called “Design Thinking” that they claim is at the heart of their stunning successes:

Practically speaking, the approach isn’t complicated. In stages, it goes like this: firstly, immersion, whereby the designers research the problem by plunging themselves into it – talking to the people they’re trying to help, working with them, interviewing experts. Secondly, synthesis – whereby they gather together their findings and look for patterns. Third, ideation – brainstorming solutions to the real problems identified by stage two. Then comes prototyping, making mock-ups of solutions to try out against the problem. After that comes the product. Only at the end, at the prototyping stage, are judgements made; until then, all ideas are given equal weight.

This methodology is radical in that it differs from traditional approaches to business strategy in two key ways. Whereas in many companies the concept for a new product may have already been based on, say, an idea from the marketing department with a designer later brought in to make it look pretty, design thinking places the designer at the heart of the innovation process. Secondly, the methodology gives a firm framework within which a wider team can work. It takes the cliché of the lone creative mind being struck with genius, and replaces it with a process that a whole team can follow. Creativity, therefore, isn’t a thing that magically appears, but a process you work through.

From: Reinventing British manners the Post-It way – Wired.co.uk

I can see similarities to Ken Watanabe’s simplified problem solving methodology as presented in his best-selling children’s “Problem Solving 101“

1. Understand the current situation current (Immersion)
2. Identify root cause (Sythesis)
3. Develop an effective action plan (Ideation)
4. Execute until solved, making modifications as necessary (Prototyping)

From: http://www.problemsolvingtoolbox.com/

You can also see similarities between IDEO’s framework and Dan Roam’s framework for proble  solving through visual thinking as outlined in “The Back of the Napkin: Solving Problems and Selling Ideas with Pictures“. In the book Roam explores a four stage process for solving any problem with visual thinking:

1. Look (Immerse/ Understand)
2. See (sythesis / Identify patters / root cause)
3. Imagine (Ideation / Plan)
4. Show (Prototype / Execute)

How do these map to the Universal Troubleshooting Process (UTP)?

The UTP shares the core troubleshooting steps with the other three (3, 4,6,7 and 8), but it has some seemingly anachronous and superfluous steps (1,2,5,9 and 10). I say “seemingly” because experience has taught me that the Universal Troubleshooting Process steps are all necessary and in the right order.

It is aimed more at professional, routine troubleshooters and as such addresses the important psychological factors and habits that contribute to long-term effectiveness.

I cannot do this process justice in a few lines, but here is summary:

1. Prepare - This is about having the right attitude and mindset for troubleshooting as well as the required tools, skills and information. For professional troubleshooters (like Technical Support agents) attitude is one of the most important elements in their professional quality and success.
2. Make damage control plan – This is iatrogenic prevention i.e. do not make things worse. If forces you to think of consequences before trying pot luck fixes.
3. Get a complete and accurate symptom description - Here the UTP shares a step with the first principle of the other three (i.e. Look / Immerse/ Understand). In the UTP thi9s is usually achieved by creating a simple block diagram off the problem system so as to understand elements and relationships.
4. Reproduce the symptom - This is part of fully understanding and verifying the current situation. You verify the symptoms and measure them.
5. Do the appropriate corrective maintenance - This step is again targeted at professional troubleshooters. So many problems are caused by bad maintenance and fixed by routine maintenance, that often it is worth running the standard best practice maintenance procedures over the system and seeing of that fixes the issue.
6. Narrow it down to the root cause - This is the core step. Often it is a process in itself as you look from problem patterns, isolate elements of the system and systematically disqualify them as candidates for root cause. Eventually you generate a most likely root cause hypothesis and proceed to step 7.
7. Repair or replace the defective component - Here you generate a plan to test the hypothesis by fixing, replacing or implementing a work-around for the root cause.
8. Test - You now apply your fix and test to ensure the problem is indeed solved. 
9. Take pride in your solution – This is another psychologically important steps to help prevent burn-out and boost morale.
10. Prevent future occurrence of this problem – This is simple operational best practice. You learn from your problems, document your solutions and new knowledge, you modify systems and procedures to ensure the problem does not reoccur, or you can respond quickly and effectively.

This universal troubleshooting procedure has been a vital tool for my team and I in beating some extremely tough problems, sometimes involving desperate customers begging us to fix badly broken massively complex undocumented systems and us successfully finding and fixing the root cause problems in 24 hours where the system designers could not succeed for months.

I also heartily recommend the Dan Roam and Ken Watanabe books referred to above. They are both brilliant and accessible.

“Featherbedding is a pejorative term for the practice of hiring more workers than are needed to perform a given job, or to adopt work procedures which appear pointless, complex and time-consuming merely to employ additional workers. The term “make-work” is sometimes used as a synonym for featherbedding.

The term “featherbedding” is usually used by management to describe behaviors and rules sought by workers. But featherbedding has also been occasionally used to describe rent-seeking behavior by corporations in response to economic regulation. The term may equally apply to mid- and upper-level management, particularly in regard to top-heavy and “bloated” levels of middle- and upper-level management.”

Featherbedding – Wikipedia, the free encyclopedia

From the Economist’s Guru section article on Elliott Jaques:

Jaques (1917-2003) decided that jobs could be defined in terms of their time horizon. For example, a director of marketing might be worried about marketing campaigns for next year, while a salesman on the road is worried about reaching his targets for the week. Jaques also believed that people had a “boss” and a “real boss”. The boss was the person to whom they were nominally responsible, while the real boss was the person to whom they turned to get decisions crucial to the continuation of their work.

The sales manager in charge of a salesforce would not have a longer time horizon than the people in his salesforce. So when a salesman wanted a decision on something affecting his ability to deliver to his clients, he would go over the head of the sales manager for that decision. Jaques called this “level skipping”, and identified it as a dangerous pathology in any hierarchy.

He then looked at the time horizons of people, their bosses and their real bosses, and he found that people with a time horizon of less than three months treated those with a horizon of 3–12 months as their real bosses, and so on up the scale. He identified seven different time horizons, from three months to 20 years, and argued that organisations, no matter how complex, should have seven levels of hierarchy, each corresponding to a different managerial time horizon. Jaques’s theory has come to be known as RO (requisite organisation).

This reminds me of the Tolstoy quotation from C.S. Lewis’s “The Inner Ring”:

“When Boris entered the room, Prince Andrey was listening to an old general, wearing his decorations, who was reporting something to Prince Andrey, with an expression of soldierly servility on his purple face. “Alright. Please wait!” he said to the general, speaking in Russian with the French accent, which he used when he spoke with contempt. The moment he noticed Boris he stopped listening to the general who trotted imploringly after him and begged to be heard, while Prince Andrey turned to Boris with a cheerful smile and a nod of the head. Boris now clearly understood-what he had already guessed-that side by side with the system of discipline and subordination which were laid down in the Army Regulations, there existed a different and a more real system-the system which compelled a tightly laced general with a purple face to wait respectfully for his turn while a mere captain like Prince Andrey chatted with a mere second lieutenant like Boris, Boris decided at once that he would be guided not by the official system but by this other unwritten system.”

[Originally published at Limbicnutrition.com]

Alex Moskalyuk has distilled the entirely of the book “Yes!: 50 Scientifically Proven Ways to Be Persuasive” by Cialdini et al into a single blog post.

It really does get in the best of them, including tips I recognise from recent the persuasion best-seller “Nudge” by  Richard Thaler and Cass Sunstein.

Read on for this superb list:  Yes! 50 Scientifically Proven Ways to Be Persuasive « alex.moskalyuk

Steve Roesler of All Things Workplace, one of the most dependable book recommenders I know of, gives “Rules of Thumb” a rave review in a recent post on his blog.

The subtitle lives up to its words: “52 Truths For Winning At Business Without Losing Your Self”.

You
don’t see many book reviews here even though we receive many
promotional copies. I do look hard at each one but, given my own
business and personal priorities, I only write a review when it’s a
raving recommendation, like: Rules of Thumb: 52 Truths for Winning at Business Without Losing Your Self

Get it over at: Amazon.com

“Business is a place where we are socially productive with each other.”
Doc Sears, IT Conversations on Emerging Communications.

IT Conversations | Emerging Communications | Doc Searls Free Podcast