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Quotes that represent deep mental models
 

Quotes that represent deep mental models

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Selected quotes on business wisdom that represent deep mental models

Selected quotes on business wisdom that represent deep mental models

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    Quotes that represent deep mental models Quotes that represent deep mental models Presentation Transcript

    • Quotes that represent deep Mental Models The purpose is to build a collection of wisdom for business and life. These quotes were collated by Arrie van Niekerk and represent some deep insights from a wide variety of sources. Some are from books and articles and some from extracts and quotes from various sources.Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • There is nothing as powerful as a CONCEPT, and nothing more dangerous than a MISCONCEPTION.Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Einstein on Problems“To break a mental model is harder than splitting the atom – Albert Einstein Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Einstein on Problems“The significant problems we face today cannot be solved at the same level of thinking we were at when we created them.” – Albert EinsteinHeuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Eli Goldratt: Challenging Assumptions• When things don’t work, and all your efforts do not produce the results you expected, then there is a flaw in the thinking – we are missing something and it is probably in our faces! “What is needed is just the courage to face inconsistencies and to avoid running from them just because “that’s the way it was always done”.… We simply need to look at reality and think logically and precisely about what we see. The key ingredient is to have the courage to face inconsistencies between what we see and deduce and the way things are done. The challenging of basic assumptions is essential to breakthroughs”. The Goal by Dr Eliyahu M. Goldratt: Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Eli Goldratt: Operations• “The closer you are to a balanced capacity chain, the closer you are to bankruptcy”• “If a company tell me they have moving bottlenecks, my response is: You have NO bottlenecks and most of your resources have at least 30% spare capacity”• “If you want to make money, most of your resources must be idle from time to time” Dr Eliyahu M. Goldratt Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • On Seeing and Blindness“When one does not see what one does not see, one does not even see that one is blind” – Paul Veyne In other words: When you do not see what you don’t see, you do not even see that you are blind. Then what is the secret to seeing?Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Ed Deming on MeasurementsEd Deming used say: “97% of what matters in an organization cant be measured. Only maybe 3% can be measured. But when you go into most organizations and look at what people are doing, theyre spending all their time focusing on what they can measure and none of their time on what really matters -- what they cant measure.Why would we do this? Were spending all of our time measuring what doesnt matter.” - Ed Deming Founder of Total Quality Management (TQM) Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Thomas Johnson on Toyota PhilosophyMeasurement takes whats inherently interdependent, shaped bypatterns of mutual causality in nature, and turns it into something thatsinherently independent and shaped by patterns of lineal causality. Increating systems whose operation can be described with quantity,we create what is mechanical and mechanizing is diametricallyopposed to the natural.So, weve destroyed the natural in our organizations, and were verycomfortable that way. I spoke earlier of Toyota. Finally, after years andyears of walking the floors in that company and, on a few occasions,working on the line, I came to this simple idea. The means are theends in the making. Thats all there is. Get the means right and theends will take care of themselves. – Tom Johnson Author of: Relevance lost: The rise and fall of Management Accounting and “Reflections of a Recovering Management Accountant”Few people realise that Toyota does not usestandard cost accounting for its daily operations Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Do the right things “Do the right things …..(organize work & flow properly)… and the costs will take care of itself!” – Tom Johnson Author of: Relevance lost: The rise and fall of Management Accounting and “Reflections of a Recovering Management Accountant” Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Marcus WallenbergOne of the great leaders of the family in the post-World War II period, Marcus Wallenberg, was very close to his companies. He regularly would go visit all the companies. He was not a person who sat above the clouds and studied his companies by looking at spreadsheets. He went down to the companies, like Scania, and when he did he invariably visited the shop floor.“If I want to know how a company is doing, I do not look at data sheets. I go into the shop, because that’s where what matters take place. And when I go there I listen for the music. And when I hear the music, I know everything is all right. But if I don’t hear it, then we go to work” – Marcus WallenbergOwner of INVESTOR, Family company holding major share blocks in Saab, ABB, Ericsson, Atlas Copco, etc Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • ExecutionLeaders fail due to an inability to reflect on reality. “The main requirement isthat you as a leader have to be deeply and passionately engaged in yourorganisation and honest about its realities with others and yourself.” We need aprocess of robust dialogue to achieve this.“Too many leaders fool themselves into thinking their companies are well run.”“Most fundamentally, the three core processes (People, Strategy, Operations)were disconnected from the everyday realities of the business, and from eachother. Leading these processes is the real job of running a business.”“The operating plan is strictly a numbers exercise, with little attention paid toaction plans for growth, markets, productivity or quality. People were holdingthe same jobs too long, and many plants were run by accountants instead ofproduction people.” -Larry Bossidy & Ram Charan Execution. The discipline of getting things done. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Arie de Geus“Companies die because their managers focus on theeconomic activity of producing goods and services,and they forget that their organisations’ true nature isthat of a community of humans.”Living companies have the abilities to: – Learn and adapt – Build a community and persona for itself – Build constructive relationships with other entities, within and outside itself – Govern its own growth and evolution effectively - Arie de Geus The Living Company Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Henry Mintzberg on ManagementManagement is a curious phenomenon; it is generouslypaid, enormously influential and significantly devoid of common sense.Management is a practice that has to blend a good deal of craft (experience), with a certain amount of art (insight) and some science (analysis). Easy formulas and quick fixes are the problems of management today, not the solutions. Good managers believe that their purpose is to leave behindstronger organizations, not just higher share prices. They do not display hubris in the name of Leadership. Henry Mintzberg is the Cleghorn Professor of Management Studies at McGill University in Montreal, Canada. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Complexity – The Four Types1. Dynamic complexity: Causes and effects are far apart in space and time. Sometimes just very hard to grasp and those who see becomes impatient.2. Detail Complexity: In technical/mechanical fields where the detail of cause and effect has to be known precisely in order to predict3. Social Complexity: People involved see things very different, causing the problems to become polarised and stuck.4. Generative Complexity: Unfolding in unfamiliar and unpredictable ways. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Complex Adaptive Systems (CAS)• Complex adaptive systems have their internal feedback loops that are extremely powerful and therefore you must adapt the culture towards increase and support the system rather than dictate it.• It is largely self organising and self learning and will settle on certain levels of performance in certain locations, but it has the inherent ability to evolve to much higher levels than any linear system can ever achieve.• Characteristics of CAS: – The CAS is a network of many “agents” acting in parallel. – The CAS has many levels of organization, with agents at any level serving as the building blocks for agents at a higher level. – All CAS anticipates and predicts the future. – CAS have many niches, each one of which can be exploited by an agent adapted to fill that niche. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Measurements Drift• Measurements can help • We want all the parts to us to align the parts, but it contribute to the whole most often do not • The parts must always do what• Over time, the parts is good for the whole, NOT develop measures that what is good for the parts they believe are good, but in reality they are not fully • Look for the harmony (music) aligned of the whole Heuristic 17 FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Example of the African TrackerDetail Tracker (Expert Tracker) • Objective: Follow and mark detail of the spoor • Footprints, stride, stick and O-ring, flags • High degree of accuracyTrail Tracker (African Tracker) • Objective: To catch up with the animal • Direction, freshness, air spoor, intuitive • Speed is essential; must track faster than animal laying the trailYou could be an expert in both, but the objectives are different Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • African Tracker & Termite Mound• Details slow down the process and cause you to lose the bigger picture • Strategy can not be much more than a clear direction; you discover the detail on the track (if really needed)• Giving only rules to a Complex Adaptive System inhibits creative solutions • The intelligence of the agents prohibits the mechanistic rule approach Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock on World Views• Machine World View: The Mechanistic, Industrial age, Separatist Command and Control organisational model. Wholeness is assembled from replaceable parts. WHOLE = SUM of the PARTS. Procedure takes precedence over purpose, method more important than results. Purpose erodes into process, procedure takes precedence over product – the doing of the doing until nothing gets done. Where behaviour is compelled, there lies tyranny, however petty. [Local Efficiency or COST WORLD view]• Living System World view: The Holistic, Systemic, Modern age, Humane and Creative organisational model. PARTS are manifestations of the WHOLE. The essence of community is the non monetary exchange of value. All things are simultaneously independent, interdependent and intra-dependent. Where behaviour is educed, there lies leadership, however powerful. [FLOW or THROUGHPUT WORLD]• Cancers form whenever a part (a cell with the same DNA) loses its social identity (connectedness) and grows with wild undifferentiated cell division – an empire within the whole. Forces the system to be subordinated to its rules or measures instead of subordinating to the core flow process. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock on Management Systems The World of Purpose, Principle and People• The Holistic, Systemic, Modern age, Humane and Creative organisational model.• All things are simultaneously independent, interdependent and intra- dependent.• The essence of community is the non monetary exchange of value.• Where behaviour is educed, there lies leadership, however powerful. The World of Rules and Regulation• The Mechanistic, Industrial age, Separatist, Command and Control organisational model• Procedure takes precedence over purpose, method more important than results• Purpose erodes into process, procedure takes precedence over outcome – the doing of the doing until nothing gets done.• Where behaviour is compelled, there lies tyranny, however petty Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock Quotes• An organization, no matter how well designed, is only as good as the people who live and work in it.• If you dont understand that you work for your mislabelled subordinates, then you know nothing of leadership. You know only tyranny.• The closest thing to a law of nature in business is that form has an affinity for expense, while substance has an affinity for income. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock• Key measures for a great company leader: – Abandon tradition – Throw detail planning to the wind (Co-insides with Clem Sunter’s process of no paperwork) – Rely on a clear sense of direction – A few basic principles – Common sense – Trust in the ingenuity of people – Let the answers emerge (have a way to allow it to happen) Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock on Leadership• People are not "things" to be manipulated, labeled, boxed, bought, and sold. Above all else, they are not "human resources." They are entire human beings, containing the whole of the evolving universe, limitless until we start limiting them. We must examine the concept of leading and following with new eyes. We must examine the concept of superior and subordinate with increasing skepticism. We must examine the concept of management and labor with new beliefs. And we must examine the nature of organizations that demand such distinctions with an entirely different consciousness.• It is true leadership; leadership by everyone; leadership in, up, around, and down this world so badly needs, and dominator management it so sadly gets. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock on Leadership• Here is the very heart and soul of the matter. If you look to lead, invest at least 40% of your time managing yourself -- your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers. Use the remainder to induce those you "work for" to understand and practice the theory. I use the terms "work for" advisedly, for if you dont understand that you should be working for your mislabeled "subordinates," you havent understood anything. Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivia. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock on CompensationCompensation:• Money motivates neither the best people, nor the best in people. It can move the body and influence the mind, but it cannot touch the heart or move the spirit; that is reserved for belief, principle, and morality. As Napoleon observed, "No amount of money will induce someone to lay down their life, but they will gladly do so for a bit of yellow ribbon." Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock on EmploymentAssociates:• Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience. Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind. Experience is easy to provide and quickly put to good use by people with all the other qualities.Employing Yourself:• Never hire or promote in your own image. It is foolish to replicate your strength. It is idiotic to replicate your weakness. It is essential to employ, trust, and reward those whose perspective, ability, and judgment are radically different from yours. It is also rare, for it requires uncommon humility, tolerance, and wisdom. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock• The governing structure must not be a chain of command, but rather a framework for dialogue, deliberation, and coordination among equals. – Authority, in other words, comes from the bottom up, not the top down. The U. S. federal system is designed so authority rises from the people to local, state, and federal governments; in Visa, which contains elements of the federal system, the member banks send representatives to a system of national, regional, and international boards. While the system appears to be hierarchical, the Visa hierarchy is not a chain of command. Instead, each board is supposed to serve as a forum for members to raise common issues, debate them, and reach some kind of consensus and resolution. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock• The real basics of what you need in order to get agreement (Relationships cannot be much more than this – organisational, marriage, etc): – Intent (Vision) – Clear sense of direction (Knowing where you are going & roughly the road you will be taking) – Few Basic Principles (The fundamental building blocks that you will base it upon) Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Dee Hock• Heaven is – Purpose, Principle & People• Purgatory is – Policy and Procedure• Hell is – Rule and regulation Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Freedom• Freedom is the length of the chain between the range of your imagination and the stake of reality.• Freedom is the length of the chain between your imagination and the stake in the ground. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Russel Ackoff on Management• The characteristic way of management that we have taught in the Western world is [to] take a complex system, divide it into parts and then try to manage each part as well as possible.• And if that’s done, the system as a whole will behave well.• That’s absolutely false, because it’s possible to improve the performance of each part taken separately and destroy the system at the same time. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Russel Ackoff on Understanding• Dr. Ackoff explains that analysis has been the dominant mode of thought in the Western world for 400 years. Analysis explains how the pieces of a system work. Synthesis is needed to understand the why of a system and the interactions between its parts as they work together.• Understanding the implications of seeing the organization as a system leads to the conclusion that cooperation is more effective than internal competition in leading any organization to work more effectively. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • On MarriageMarriage hath in it less of beauty but more ofsafety, than the single life; it hath more care, but less danger, it is more merry, and moresad; it is fuller of sorrows, and fuller of joys; it lies under more burdens, but it is supported by all the strengths of love and charity, and those burdens are delightful. Bishop Jeremy Taylor Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Inspiration & Enjoyment• The best way to inspire people to superior performance is to convince them by everything you do and by your everyday attitude that you are wholeheartedly supporting them. - Harold Geneen Choose a job you love, and you will never have to work a day in your life. - Confucius Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Andy Stanley• The Vision must be firm and unmoving. Vision generates Clarity and Clarity trumps uncertainty.• We must be flexible in our Plans, but not in our Vision.• Models always trump Vision.• When things are tough, look back and derive energy from seeing the progress. Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • The Five Cancers of the Soul1. Arrogance - (I am right)2. Unforgiveness / Blame shifting3. Pride that comes at the expense of others4. Selfishness / Selfcenteredness / Ego5. Love of Money Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • The 5 Super-memes of Modern Society1. Irrational Opposition – Just say “No” – Criticism, Presenting only one side of the conflict cloud2. Personalisation of Blame – Requiring a “head” – Find a personal scapegoat for a systemic problem3. Counterfeit Correlation – Common False Clichés – Using statistical correlation without logical cause & effect4. Silo Thinking – Compartmented thinking & behaviour – Fragmentation of the big picture in more palatable pieces5. Extreme economics – Money replacing hearts – Simplified principles of business replace other society values – Pursuit of profit, efficiency and productivity The Watchman’s Rattle by Rebecca D Costa Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • Insight ProcessPrerequisites for Insight Process to be Activated:• Exhausted left brain logical, problem solving and left brain conceptual thinking approaches (Regular thinking does not work)• Reached a state where you are stuck – no obvious solution available (Requires new Connections in the Brain)• Your Thinking must be free from super-memes (Clean Slate) – No Irrational Opposition – No Personalisation of Blame – No False Correlations – No Silo Thinking – No Economic Consideration• Unlock the Brain’s way of finding solutions in extreme complexity Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • True InsightConditions Conducive for Cognition:• Group of 3-9 People. Group Size trumps Resources• Relaxed atmosphere & Regular breaks – Even half asleep• Slow the train down (Cannot force it)• Regular physical exercises followed by relaxing & letting the brain wander• Good, Upbeat mood, Enough Sleep (7 hours), No chemicals.• Brain Fitness & Nourishment (Proteins, Antioxidants, Omega 3 & Vit B)Distractions towards Insight• Brain must shut down internal and external distractions• Must become free of preconceived solutions• Clear, deep focus on the problem, followed by relaxation• You cannot see the picture if you are in it. Get out of the picture! Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007
    • New Insight• It’s never enough just to tell people about some new insight. Rather, you have to get them to experience it in a new way that evokes its power and possibility.• Instead of pouring knowledge into people’s heads, you need to help them grind a new set of eyeglasses so they can see the world in a new way. – John Seely Brown, Seeing Differently: Insights on Innovation Heuristic FLOW Goldratt Group (Southern Africa) © 2004 Heuristic Flow © 2007