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“Four Workarounds: The World’s Scrapiest Organization’s Strategies for Tackle Complex Problems” by Paulo Sabudet
Paulo Savaget has a weakness for organizations that are “lively, resourceful, and operating around power.” His book is a hymn to deviance and “scrapness,” a rich treasure trove of stories about how rules and norms are circumvented to solve complex problems.
Born out of the proposals that finalized the FT’s 2019 Bracken Bower Prize, the book divides workarounds into four groups: piggybacks, loopholes, roundabouts (which impede or impede self-reinforcing behavior), and suboptimal behaviors. are classified into
Savaget illustrates his themes with examples ranging from cryptocurrencies to abortion activism. His Heroic Rule Many of the problems his vendors tackle are in resource-poor regions, where necessity is the mother of deviation. A case in point is how a British couple working in Zambia founded his non-profit ColaLife, piggybacking on an existing soft drink distribution network to design a diarrhea medicine dispenser that plugs into a Coca-Cola box.
The book’s ambitious claim is that workarounds can be useful everywhere and in every situation, from homes to managers. Not only does this book tell a funny story of cunning loophole exploitation and suboptimal ingenuity, but it also touches on philosophy.
By adopting a “workaround mindset,” Savaget writes: . .[and]It dismantles assumptions about what we know, allowing us to recombine pieces that we might otherwise never have seen belong together. ”
“Mixed Signals: How Incentives Really Work” by Uri Gneezy
Humans are always guilty of something. We say one thing and find ourselves doing another. This is because in many cases certain incentives emerge that influence our behavior.
For example, the author, a professor of economics and strategy at the UC San Diego Raddy School of Management, told his son that only bad people lie. One day he took his son to Disney World. Kids under 3 got free entry, but older kids cost him $117. result? Gneezy was tricked into lying about his son’s age. He turned three years old shortly before our visit. result? His son noticed his father’s behavior and was very confused.
This is a book about how to avoid such mixed signals that lead to conflicts between what people say and what their incentives indicate, especially in business and work environments. The book outlines how to create what the author calls a midpoint. Here, these signals and incentives may be better aligned, leading to better results.
Mixed signals that can cause problems include encouraging long-term goals but encouraging short-term success, or encouraging innovation and risk-taking but punishing failure.
Think of a manager in a call center telling employees that customer care is paramount. But what if managers set incentives so that employees are paid based on how many times they answer the phone? It sends different signals about what managers are looking for. The incentive is to be fast. in short, quality (i.e. customer care) amountAnd that means employees are confused about the manager’s values and her expectations.
Gneezy adds that any company or manager needs to make sure that what they are incentivized is what they want to encourage. They can reward quantity, but how do you make sure quality is not compromised?
The answer is not straightforward. Getting the right balance of incentives can be complicated. But Gneezy hopes his book will provide insights that will help people feel more open to the concept and ready to design better incentives.
“Keep Your Distance: Sports Lessons Business Leaders Miss,” by Katherine Baker
keep your distance is a manual for leaders looking for more sustainable ways to achieve long-term goals and how to get the best out of the leaders they lead.
An expert in blending business and sports expertise to improve performance, Baker begins with six steps to help managers master the key attitudes, approaches, and behaviors that drive long-term success. . .
Chapters are complemented by lessons from elite sports and insights from top business performers as well as athletes. Focusing on small, consistent actions can help you make discipline a part of your daily life, and you may even learn to find joy in it, writes Baker.
Part 2 draws on stories from a variety of elite athletes and coaches to provide guidance, backed by research and other case studies, on how to get the best out of the people you coach. Trust is the key, writes Baker. And leaders can build it if they act in a consistent way and honor their commitments. These actions instill confidence in those around them.
Baker concludes that if you can get the most out of yourself and your employees more consistently, “the impact will be greater in the long run.”
“The 24 Hour Rule and Other Secrets for Smart Organizations” by Adrienne Bellehumeur
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An easy-to-read business book. Others you read to get things done. 24 hour rule It definitely offers the latter, but it’s written in an accessible way that encourages those of us who feel buried in unnecessary emails, receipts, notes, and spreadsheets.
Adrienne Bellehumeur is a Canadian company owner and consultant who develops management systems (dynamic documents, as she calls them) to capture the information, management projects, and information needed to run risk monitoring, an internal control and compliance business. , writing proposals, and managing communications.
She admits she could have produced a book like this when she started her career as an accountant and analyst 15 years ago.
Basically, the “24-hour rule” is to process the information received within 24 hours. It forms part of a six-step process involving effective structuring and presentation of this information to organize the management of your work.
This book will give courage to those who despair of their organizational abilities. The core message is that career success is based on small but significant changes in everyday life.
This isn’t a shocking message, but given that managing work and life can be a constant headache, even for those who feel like they’re taking care of things, this book is a burden. We provide advice that we can all apply to help mitigate
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