A Bias For Action - In Search of Excellence

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Chapter 'A Bias for Action' from the book 'In Search of Excellence' by Tom Peters & Robert H Waterman Jr

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A Bias For Action - In Search of Excellence

  1. 1. A Bias for action<br />Presented by:<br />Umang Patodia(111)<br />Upasana D (112)<br />
  2. 2. Index<br />Introduction<br />Organization Fluidity<br />Chunking<br />Experimental Organization<br />Speed and numbers<br />Cheap Learning<br />The experimenting context<br />Simplifying Systems<br />The action orientation<br />
  3. 3. Introduction<br />Action orientation<br />Bias for getting things done<br />Active decision.<br />Problem discussed<br />All-too-reasonable and rational response <br />Complexity in big companies<br />Overdoing of orderly things<br />
  4. 4. Organization fluidity<br />Need for adhocracy<br />Getting out of the bureaucracy<br />
  5. 5. Organization Fluidity(contd…)<br />Informal, Open Communication<br />MBWA – Management by Walking About<br />Virtual technology of keeping in touch<br />Two things that are visible :<br />Positive reinforcement for valuable action<br />Seek out a high volume of opportunities for good news swapping<br />
  6. 6. Chunking<br />An environment of fragmented responsibilities<br />Break things for<br />To Increase Fluidity<br />To encourage action<br /><ul><li>Creating small groups
  7. 7. Ad Hoc Task Force</li></ul>Fewer members<br />Responsibility proportional to the position <br />Flexibility and Adaptability<br />Documentation is informal<br />Follow-up is swift<br />The importance of context of climate<br />
  8. 8. Experimenting Organizations<br />Excellent companies willingness <br />To try things out<br />To be bold and daring<br /><ul><li>P&G called it the “testing fetish”</li></ul>“Do it , try it and fix it”<br />
  9. 9. Speed and Numbers<br />Alacrity and Numbers of experiments<br />Deadline pressures<br />Quick In, Quick Out<br />Like a game of poker:<br />With each card, stakes get higher<br />You never really know enough until the last card is played<br />Know when to fold<br />Chunk, Review, Manage<br />
  10. 10. Cheap Learning<br />Low Cost and Get Innovation Into Action<br />Relative Invisibility: “bootlegging”<br />User connection: with a user, on a user’s premises<br />
  11. 11. The experimenting context<br />Leaky systems, mistakes, bootlegging, changes, champions<br />Devising the system:<br />Select one unit<br />Get the people to bring into shape<br />Bring others to see and learn from it<br />Natural Diffusion: builds on itself<br />Results-first approach<br />
  12. 12. Simplifying Systems<br />Formal systems of brief communications, fact-based decision making, MBO<br />One-page memorandum<br />Fewer numbers to debate<br />Ability to cross-check<br />Focuses the mind<br />Accountability goes up<br />OST: Objectives, Strategies, Tactics<br />
  13. 13. The action orientation<br />Experiments, Ad hoc task forces, Small groups, Temporary structures<br />“People can only handle a little bit of information at one time”;<br />“They thrive if they perceive themselves as even somewhat autonomous”<br />Ready. Fire. Aim.<br />Learn from your tries.<br />
  14. 14. Thank You<br />

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