This document discusses the relationship between organizations, people, and science. It argues that organizations are often viewed as unpredictable because people are seen as unpredictable, but questions this assumption. The document notes that quantum physics was proven to be probabilistic in nature in the early 20th century, suggesting the universe itself is probabilistic rather than deterministic. It argues this has implications for management and social science, suggesting a need for a unified theory of causality, knowledge, and human psychology. The rest of the document outlines a leadership approach and methodology aimed at improving organizational performance by scientifically understanding and managing human behavior and performance.

1. People create organizations. The link between the organi-
zation and a person is psychological.
The world’s longest bridge is Kunshan Grand Bridge in
China, part of the Beijing-Shanghai High-Speed Railway.
The bridge, which opened in June 2011, spans 165 kilome-
ters.
Imagine building that bridge. Imagine the engineering
behind the plans. Imagine the science behind the engineer-
ing. Do you think the bridge could have been built at all
without the science? From the science emerged the engi-
neering, from the engineering was developed the blue-
prints. The depth of understanding gave confidence that the
bridge would be safe.
Why are organizations different? The usual response is
they deal with people and people are unpredictable. What
exactly makes people unpredictable? Is human nature
unpredictable? Is the structure of human psychology unpre-
dictable?
In 1927, at the Solvay Physics conference in Copenhagen,
the world’s leading physicists of the day determined that
the fundamental equation of quantum physics was a proba-
bility equation. A disgruntled Einstein disagreed and
quipped ‘God does not play dice’, to which Bohr reputably
replied ‘Albert, stop telling God what to do.’ For the fol-
lowing ten years, Einstein and Bohr, who were friends,
argued in the literature over the nature and interpretation
of quantum equations. Then came the WWII, and the
atom bomb. By say, 1950, the debate was all but settled,
the view was that if a science equation gets the right an-
swer then the equation had to be right and reflect what
was happening. Quantum equations were probabilistic,
hence the universe was probabilistic. What has this to do
with management? Well, just about everything.
Considerations of psychology, society and the like extend
deep into Western history. However it is agreed that the
modern term social science emerges in the first half of the
20th century. Further that the primary tool of for study of
social science was statistics, again settled upon early-mid
20th century (for extended discussions put history of
social science in Google).
To argue there was in psychology left hanging the ques-
tion of the interpretation of quantum physics. How can
there be definite causal structure in social science and not
in physics?
We come to today, statistics dominate social science. The
explanation of why organizations are different then fol-
lows... people are unpredictable. However, the reason is
NOT that the inherent intellectual structure underlying is
probabilistic, but that if one is to argue it is not then one
faces the issues of causality in physical science.
What is causality? Is what we know of cause knowledge? Yes, it must be, therefore what exactly the relationship between
cause and knoweldge? People create knowledge. Therefore what exactly is the relationship between human psychology
and knowledge? Knowledge and cause and psychology are linked, and to solve one is to solve them all, therefore what
exactly is the structure of a general theory of psychology and how is it linked to general theories of cause, and
knowledge? ...etc...None of these questions is resolved within current global best practice social science. All the
questions are resolved in posts at www.linkedin.com/in/grahamrlittle. Also in the book The Origin of Consciousness,
currently sixth edition being prepared, but earlier edition at www.lulu.com/spotlight/grahamlittle. With this background,
let’s get practical. The intellectual issues are as to this leadership technology as the science is to the bridge.
The practical technology and how it is managed
On the left is the scientific variable, in the middle are the practical factors team leaders use to improve staff performance,
and on the right are the cultural audit factors measured quarterly.
Newsletter 13 A scientifically proven balanced solution to human performance as a
driver of results
Newsletter topics
1. Seeking new thinking.
2. How to double profits.
3. Goal—action.
4. Linking staff action to
strategy.
5. Human performance
driving results.
6. HR as rollout of strate-
gy.
7. Behavioral structure of
the organization.
8. Understanding human
psychology.
9. Linking people to be-
havioral structure.
10. Perfect human perfor-
mance.
11. Performance manage-
ment moving actual
toward perfect perfor-
mance.
12. Built in flexibility.
13. A scientifically proven
balanced solution to
human performance
as a driver of results.
14. Redefining engage-
ment.
15. Culture.
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
ment.
20. Why has it not been
done before?
21. Stop. Reflect. Chose
and improve.
22. Why can’t we do it
ourselves?
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
ready’ Executive.
26. Understanding human
motivation.
27. Building and imple-
menting an integrated
motivation policy.
28. Human capital.
29. Finding and develop-
ing talent.
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: info@opdcoach.com to meet and explore how this system will lift results in your business.
Alternative advise us, do not send, if you do not wish to receive more emails.
Organization. Business plan
for period.
1. Goal cascade, KPIs
in every role.
2. Ideal actions derived
from KPIs.
3. Role specifications.
Psychology
4. Choice.
5. Engagement
6. Acceptance.
7. Agreement.
8. Clarity.
9. Motivation.
Fundamental is ideas in mind
with action arising from those
ideas given momentum by
associated emotions.
Management factor.
• Improve the goal cascade.
• Sharpen ideal actions.
• Clarify role specification, integrate business
processes, operations policy.
• Review choice of each person to be successful
at work.
• Review commitment of person to actively
seek work life success.
• Review with person their acceptance of the
role specification.
• Review with person they agree that doing the
ideal actions offers greatest chance of greatest
success.
• Review with person they are clear on the role
specification, and have a clear game plan in
mind.
• Review with person they have no negative
feelings about doing ideal actions. That they
feel supported by their team leader in the
striving to deliver the game plan each day.
Practical actions the team leader can take that will
improve the audit for next time. Improve the audit,
results improve.
Cultural audits.
• Focus. Audits
1, 6, 7.
• Accuracy.
Audits 2, 3, 8.
• Commitment.
Audits 4, 5, 7,
9.
• Leadership.
Audits 9, 4, 5,
6, 7, 8.
• Business pro-
cesses. Audits
3, 7, 8.
From the audit result,
the team leader decides
action on the factors
judged to improve the
audit result for next
time.