A great article [PDF] by Mark Paradies on the difficulties of causal analysis [Is causal analysis really too hard for most people? Personal experience on dozens on incident investigations would indicate in the affirmative, but it's a hard thing to accept.]
A Comment Better than the Original Article ["Guest" writes on 4/17 at 6:51 AM: "Your article doesn't say anything. Yes, Thatcher was one way and could have been another way, which you admit might not be better and might even be worse. Big deal! This is the problem with Leadership as an academic subject. It's wishy washy with absolutely no answers." Had me laughing.]
Announcement: Currently pending in the book review index: Managing Maintenance Error by James Reason, The Toyota Way to Lean Leadership by Jeffrey Liker, Program or Be Programmed by Douglas Rushkoff, A Rulebook for Arguments by Anthony Weston, The Ordeal of Change by Eric Hoffer
How strong is the link between reliability and safety? Very strong says Jeff Shiver.
Common Baby Boomer job security strategy: find out how to fix that critical machine and then hoard your knowledge. One way to stop encouraging information hoarding: don’t hire retirees as consultants.
By now almost everyone will have heard about the West Fertilizer plant explosion in West, TX. The location of the plant is very interesting. I wonder which came first: the plant or those houses and schools that are within 200 feet?
Will Moneyball Analytics Kill Loyalty and Leadership? [My thought: It surely won't help, but preservation of loyalty has been hit hard by many other factors in the last century. Going back a little farther, Hesiod had a few complaints about the breakdown of tribal existence in the Greek city states with the coming of "international trade" with Egypt and others in the Mediterranean. Protectionism (both cultural and economic) has a rather difficult history.]
Why the project manager should keep the books open [Great comment by The_rug: "If your project manager is 'the only one responsible for results' then I'm afraid that your project methodology and (more likely) business attitude towards projects is in a very poor state..."]
What’s the most likely type of mistake of operating CFOs?: errors of omission (“failing to make good investments”) or errors of commission (“wasting money”)? [I haven't worked everywhere, of course, but I've been places "run by engineers" and I've been places "run by accountants." I know where I'd rather work.]
Primal on the Playground accomplishes 2 things: it shows how to get a workout without a gym and it redefines that a “girl” is physically capable of.
Hopefully we will live to see the day of ye olde annual performance review with forced ranking become archaic. Medtronic decided to place its trust in its managers and found they still made tough calls to reward the deserving and penalize the undeserving. It’s well past time to slay this sacred cow and ground it into patties.
Normally I hate [yes, hate] Peter Bregman’s effete, milquetoast navel-gazing. But in his musings he apparently stumbled upon perverse incentives and myopically extrapolates that maybe we should throw the baby out with the bathwater and not set goals. Nevertheless, there are some good examples of perverse incentives in his article. Even a broken clock is right twice a day.
Got talent? Can you play violin and dance at the same time like Lindsey Stirling in Crystallize?
The following references were cited in the manual from one or both of the workshops on Cause Mapping I and the Cause Mapping II. Each reference is linked to Amazon and to the review (if I have reviewed it) at the time this is published.
Check with my review index for the most up-to-date list of book reviews.