Metaphors for wrong management

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Drawing a straight line from one point is practiced by some managements. The presentation gives few examples of such ill-practices. Because of the faulty measurements of performance both individuals and teams suffer.

The presentation offers a new perspective for teams as a social phenomena to enhance measuring the performance of teams.

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Metaphors for wrong management

  1. 1. METAPHORS FOR WRONG MANAGEMENT ALI ANANI, PHD
  2. 2. I dedicate this presentation to Rajendra Grewal for being an inspirer and provider of ideas, relevant published work and timely comments.
  3. 3. The story of an employee who reports early to work is funny. The DG walked early morning in an employees’ office. The employee was not in but his jacket, lighter and eye-glasses were there. The dg thought the employee was in the bathroom. He sent him a congratulatory letter. It turned out that the employee deliberately left these items in office the night before so as to give the illusion he was at work. THE WRONG EMPLOYEE
  4. 4. My friend never smoked a cigarette and yet he died out of cancer. So, smoking doesn’t cause cancer TWO WRONGS DON’T MAKE RIGHT
  5. 5. My friend never smoked a cigarette and yet he died out of cancer. So, smoking doesn’t cause cancer A student answers a question correctly- the new teacher draws a line that he is smart. TWO WRONGS DON’T MAKE RIGHT
  6. 6. My friend never smoked a cigarette and yet he died out of cancer. So, smoking doesn’t cause cancer A student answers a question correctly- the new teacher draws a line that he is smart. Give a questionnaire and get one response- draw conclusion that 100% of the surveyed approved or disapproved a certain issue. TWO WRONGS DON’T MAKE RIGHT
  7. 7. A friend told me that the best time to publish on slideshare is tuesday afternoon, based on the success of his only one presentation. I took his advice. I got views well below My average PUBLISH ON TUESDAY
  8. 8. Worker performance in one month Retreated- warn him/her Wrong assumptions based on one month performance WRONG DECISIONS LEAD TO BIGGER MISTAKES
  9. 9. Performance has a peak curve. Little changes near the peak cause drastic changes in performance Stressing the employees to assume improved performance is misleading Even worse is the assumption derived from one month result is extensible to a peak-shaped performance curve. TIPPING POINT OF ERRORS
  10. 10. LEVEL OF STRESS OPTIMAL PERFORMANCE PERFORMANCE TIPPING POINT OF ERRORS
  11. 11. CONSEQUENCES Wrong decisions based on one measurement lead to wrong conclusions
  12. 12. Even straight lines may bifurcate (Branch out) into two or more lines
  13. 13. Human performance might bifurcate into different paths at certain tensed situation. Assumptions of straight line Continuity is wrong. TIME PERFORMANCE TENSION POINT STABLE STABLE UNSTABLE STABLE PERFORMANCE
  14. 14. LINEAR PERFORMANCE
  15. 15. PERFORMANCE SWINGING BETWEEN TWO LEVELS 1ST LEVEL 2ND LEVEL TWO LEVELS OF PERFORMANCE
  16. 16. There is no predictable correlation between the past behaviors of the system to its future behavior.
  17. 17. UNPREDICTABLE PERFORMANCE
  18. 18. The performance of employees does not progress necessarily in A linear fashion
  19. 19. Interaction of employees may lead to the emergence of new behaviors and attitudes. FURTHER CONSEQUENCES
  20. 20. Interaction of employees may lead to the emergence of new behaviors and attitudes. For example, a new team member may not produce his best initially. He/she has to acclimatize with the new work environment. His/ her early performance is below bar. Extending this performance linearly to the future will be misleading. FURTHER CONSEQUENCES
  21. 21. EXTENSION TO TEAM MANAGEMENT
  22. 22. May be we need to look at teams in a new perspective that is not based on the forming, storming, norming, performing and adjourning stages (tuckman’s model)
  23. 23. TEAMS ARE SOCIAL PHENOMENA A MODIFIED TUCKMAN’S MODEL CLOSENESS AWARENESS CONSIDERATION PERFORMANCE CONVERSION Awareness Of The New Working Climate Consideration For Other Team Members And Work Requirements Conversion Of Attitude Closeness Among Teams Members Strengthens. And So Performance Builds Up
  24. 24. COMPLEXITY OF TEAMS Interactions of team members are complex. Some team members have the ingredients of pulling information and sending it to others Some are experts in pulling information, but not in sharing it Some are poor in pulling information, but good at sharing the little information they pulled Some are poor in pulling and sharing information
  25. 25. COMPLEXITY OF TEAMS A C BC PUSHES OUT INFORMATION C PULLS IN INFORMATION
  26. 26. Even paul allen, the cofounder of microsoft, wrote in his autobiography, "a great programmer can outproduce an average one by ten to one; with a genius, the ratio might be fifty to one." I would reinterpret this as a 'power law view of employee value'. Http://cavqm.Blogspot.Com/2011/12/normality-assumptions-and-power-law.Html
  27. 27. How team members use their time affects individual and overall team performance
  28. 28. In a learning team, when a team member gets smarter, all team members can get smarter. SMARTNESS HAS A RIPPLING EFFECT
  29. 29. In a learning organization individual performance is linked to team performance
  30. 30. How team members use their time affects individual and overall team performance
  31. 31. Interruptions follow a power Law distribution as well TIME BETWEEN INTERRUPTIONS2 HOURS 0 SECONDS THE TWITTER CURVE WIDESPREADADOPTION20071980
  32. 32. We are entering increasingly into power law distribution. Paradoxically, some base their evaluations on one measurement- and draw conclusions from one point. This is management by wrong assumptions
  33. 33. Thanks to MAR AL-HUSSENI For his help in the graphics

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