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When each link is managed somewhat separately, the system can get stuck in a low-effectiveness state. The problem arises because of quality matching.1 That is, if you are in charge of one link of the chain, there is no point in investing resources in making your link better if other link managers are not.

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

Commitment to the analytical method induces observation and experimentation, which, in fact, brought about what we think of today as modern science. Over time, the use of this method led to a series of questions about the nature of reality,…

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Russell L. Ackoff • Ackoff's Best: His Classic Writings on Management

Being reactive in our business exploits will only take us so far. It's time get deliberate,

Liam Veitch • Stop Thinking Like a Freelancer

there is something about the way decisions get made in successful organizations that sows the seeds of eventual failure.

Clayton M. Christensen • The Innovator's Dilemma

First, work out the critical stakeholders surrounding the OD function.

Linda Holbeche • Organization Development: A Practitioner's Guide for OD and HR

In this approach, the CEO decides in top-down fashion, with the old powers vested in their role of CEO, to take out an essential lever of power. Take out a key staff function like the planning department, or a layer of management—for example, the first line supervisors. Or, like Zobrist did at FAVI, remove a key management tool, like the punch cloc

Frédéric Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness

Today, leaders wait until there’s a problem before they fix it. This approach must be replaced with a process of continuous learning, continuous improvement, continuous adaptation, and continuous change.

John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future

PARC’s leader, Bob Taylor, had an especially deft way of resolving those conflicts that did surface. He employed a mediation model that eliminated the divisive win-lose element from arguments and substituted the goal of clarification. Taylor would urge people to move from what he called a Class 1 disagreement, in which neither party could describe