Joe's Jottings
Jottings Number 62, Reply C, Jim Long and Mark Levy
Date: Fri, 4 Oct 96 14:52:27 -0700
The operation I'm in is experiencing the move from complacency via
having a "burning platform" lit for us.
I have used some of the earlier message traffic to reinforce some
thinking here and I believe it has been beneficial. This particular
comment happened to hit one of my hot buttons, so I am now drawn into
the exchange.
I believe that general policy decisions and deviations (like
"freezing" travel) stem from management decisions based on criteria
that don't allow the better decisions to evolve. Basically, we tend to
put decision data in the format of cost vs benefit. This approach is
flawed in that benefits are always hard to assess. Putting a value on
benefit requires a certain amount of faith in ability to predict
outcomes.
An approach that has worked well for me is to put financial decisions
in a framework that compares the cost of doing something to the cost
of not doing it. While it is still usually difficult to assess the
real cost of not doing whatever "it" is, the result is still more
concrete than assessing a "benefit". Using this methodology, travel,
for example, would be decided on a trip-by-trip basis of "what will it
cost to travel vs what will it cost to get the job done without the
travel?"
I know I feel better!
Best regards,
Jim Long
T795-6403 (Atlanta)
From: Mark Levi (Mark is a marketing vice-president at National Semiconductor) Subject: Comments from McMinnville on JJ #62 Sounds like a problem of entropy. People, like nature seek a lower energy state; one in which there is less tension. But that leads to complacency, especially because the world keeps changing and requiring high energy to react. That causes the very tension we were trying to avoid. What to do? Find people who are stimulated by having the tension of challenge in their face. What to do with those that want to avoid the tension. Put them in appropriate roles-we pay a premium to those who can stay in high energy states. Mark
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