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by Bruce A. Pasternack,Gary L. Neilson

Download Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance fb2, epub

ISBN: 1400098394
Author: Bruce A. Pasternack,Gary L. Neilson
Language: English
Publisher: Crown Business (October 18, 2005)
Pages: 320
Category: Processes & Infrastructure
Subcategory: Money
Rating: 4.3
Votes: 399
Size Fb2: 1687 kb
Size ePub: 1803 kb
Size Djvu: 1362 kb
Other formats: doc mbr mobi lit


Book by Neilson, Gary . Pasternack, Bruce . What Neilson and Pasternack are talking about are efforts which sustain what is both effective and efficient, repair or eliminate what isn't, and thereby result in ("unlock") great performance

Book by Neilson, Gary . What Neilson and Pasternack are talking about are efforts which sustain what is both effective and efficient, repair or eliminate what isn't, and thereby result in ("unlock") great performance. They identify four separate but interdependent "building blocks" (decision rights, information, Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance Gary L. Neilson and Bruce A. Pasternack Crown Business. Obviously, all human effort produces results, including no change of the status quo.

What's Good, Fix What's Wrong, and Unlock Great Performance efficient, repair or eliminate what isn't, and thereby result in ("unlock") great.

Results : Keep What's Good, Fix What's Wrong, and Unlock Great Performance.

Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for-and how to keep . Gary L. Neilson is a senior vice president at Booz Allen Hamilton and has been with the firm since 1980

Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for-and how to keep what’s good and fix what’s wrong Gary L. Neilson is a senior vice president at Booz Allen Hamilton and has been with the firm since 1980. Located in Chicago, he is a member of the firm’s board of directors and leads the global team that developed the OrgDNA ideas and the related Organizing for Results service offering. Bruce A. Pasternack is president and CEO of the Washington, . based Special Olympics.

Gary L. Neilson, Bruce A. Pasternack. It makes it easy to scan through your lists and keep track of progress

Gary L. It makes it easy to scan through your lists and keep track of progress. Here's an example of what they look like: Your reading intentions are also stored in your profile for future reference. How do I set a reading intention.

Respond to every call that excites your spirit. Keep what's good, fix what's wrong, and unlock - Booz & Company. NEW YORK Originally published in the United States by Crown Business, an imprint. 282 Pages·2011·2 MB·4 Downloads. They identify four separate but interdependent "building blocks" (decision rights, information, motivators, and structure) on which to establish a program to achieve whatever the desirable results may be.

Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for - and how to keep .

Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for - and how to keep what’s good and fix what’s wrong: 1. Passive-Aggressive ( everyone agrees, smiles, and nods, but nothing changes ): entrenched underground resistance makes getting anything done like trying to nail jelly to the wall. 2. Fits-and-Starts ( let 1,000 flowers bloom ): filled with smart people pulling in different directions.

Results explains why some organizations bob and weave and roll with the punches to consistently deliver on commitments .

Results explains why some organizations bob and weave and roll with the punches to consistently deliver on commitments and produce great results, while others can’t leave their corner of the ring without tripping on their own shoelaces. Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for-and how to keep what’s good and fix what’s wrong Gary L.

Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for-and how to keep what's good and fix what's wrong. 000 flowers bloom"): filled with smart people pulling in different directions · Outgrown ("the good old days meet a brave new world"): reacts slowly to market developments, since it's too hard to run new ideas up the flagpole · Overmanaged ("we're from corporate and we're here to help"): more reporting than working

Every company has a personality. Does yours help or hinder your results? Does it make you fit for growth? Find out by taking the quiz that’s helped 50,000 people better understand their organizations at OrgDNA.com and to learn more about Organizational DNA.Just as you can understand an individual’s personality, so too can you understand a company’s type—what makes it tick, what’s good and bad about it. Results explains why some organizations bob and weave and roll with the punches to consistently deliver on commitments and produce great results, while others can’t leave their corner of the ring without tripping on their own shoelaces. Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for—and how to keep what’s good and fix what’s wrong. You’ll feel the shock of recognition (“That’s me, that’s my company”) as you find out whether your organization is:• Passive-Aggressive (“everyone agrees, smiles, and nods, but nothing changes”): entrenched underground resistance makes getting anything done like trying to nail Jell-O to the wall• Fits-and-Starts (“let 1,000 flowers bloom”): filled with smart people pulling in different directions• Outgrown (“the good old days meet a brave new world”): reacts slowly to market developments, since it’s too hard to run new ideas up the flagpole• Overmanaged (“we’re from corporate and we’re here to help”): more reporting than working, as managers check on their subordinates’ work so they can in turn report to their bosses• Just-in-Time (“succeeding, but by the skin of our teeth”): can turn on a dime and create real breakthroughs but also tends to burn out its best and brightest• Military Precision (“flying in formation”): executes brilliant strategies but usually does not deal well with events not in the playbook• Resilient (“as good as it gets”): flexible, forward-looking, and fun; bounces back when it hits a bump in the road and never, ever rests on its laurelsFor anyone who’s ever said, “Wow, that’s a great idea, but it’ll never happen here” or “Whew, we pulled it off again, but I’m tired of all this sprinting,” Results provides robust, practical ideas for becoming and remaining a resilient business. Also available as an eBook

Comments:

Seevinev
Obviously, all human effort produces results, including no change of the status quo. What Neilson and Pasternack are talking about are efforts which sustain what is both effective and efficient, repair or eliminate what isn't, and thereby result in ("unlock") great performance. They identify four separate but interdependent "building blocks" (decision rights, information, motivators, and structure) on which to establish a program to achieve whatever the desirable results may be. Perhaps to manage growth. Perhaps to rightsize. Perhaps to introduce a new product or service and/or to penetrate a new market.

In Chapters One through Nine, they examine several different types of organizations:

Passive-Aggressive: "Everyone Agrees But Nothing Changes"
Fits-and-Starts: "Let 1,000 Flowers Bloom"
Outgrown: "The Good Old Days Meet a Brave New World"
Overmanaged: "We're from Corporate and We're Here to Help"
Just-in-Time: "Succeeding by the Skin of Our Teeth"
Military Precision: "Flying in Formation"

Each of the first six types has specific characteristics, most (if not all) of which are perversions of what would otherwise be desirable. For example, most executives would agree that an organization's operations should be disciplined, consistent, and lean; also, that there should be a well-defined chain of command. However, in a Military Precision organization, there can be serious problems which result from "command and control" management which discourages (if not punishes) principled dissent and individual initiative. Almost everyone involved awaits "orders" to be followed without question or hesitation. As I read Chapter Eight in which Neilson and Pasternack discuss the Military Precision organization, it struck me that it could run off independent thinkers and develop within those who remain a passive-aggressive attitude which results in subversive behavior. However, there are at least some organizations on which the appropriate emphasis should be on everyone knowing his or her role and implements it diligently, producing fluid and consistent execution of its policies and procedures.

As Neilson and Pasternack suggest, "7-Eleven exemplifies the Military Precision organization because it is top-down with a twist. It takes its direction from above, but its intelligence lies in the field...and it recognizes that. it's an organization bent on providing a consistent, quality customer experience to the thousands, often millions, that pass through its doors every day."

As for the Resilient organization, which Neilson and Pasternack describe as the "healthiest" of all, it also has several organizational traits which include entertaining the inconceivable ("seeing" what isn't yet...but could be); building a culture of commitment and accountability; "moving the goal post...every three years" at least; at all times and in every way demonstrating the "courage of its convictions"; recovering from adversity and then moving on; thinking horizontally (i.e. rather than in terms of hierarchies); Self-correcting (i.e. having mechanisms which identify small problems before they become major crises; listening to complainers to identify patterns and trends of dissatisfaction enterprise-wide; linking motivators to what is most important; and realizing any "success" is transient ("a little paranoia is good for you"). I presume to add one point: Today's Resilient organization can very quickly become one of the other seven. That is to say, each of the ten positive traits which Neilson and Pasternack identify, if taken to an extreme, defining characteristics of an "unhealthy" organization.

According to Neilson and Pasternack, the symptoms of a Passive Aggressive organization include smiles which conceal dissent, "shopping for decisions" (i.e. seeking until finding decisions preferable to those of one's supervisors); hoarding of resources which creates a "Bermuda Triangle" of information flow; "mixed message motivators" which create confusion and dissonance; and widespread use of the CYO strategy in anticipation of unfavorable consequences. These symptoms obviously suggest often deeply submerged feelings of dissatisfaction and perhaps even hostility.

What makes this volume so informative, indeed valuable is the fact that Neilson and Pasternack identify all manner of causes of dysfunctional organizations, suggest how those causes can be avoided or eliminated, and then explain what a "healthy" organization is but also how to establish and then sustain one. It occurs to me that most organizations proceed through phases during any one of which they exemplify one of the seven types. Therefore, some of the attributes of one type (e.g. Passive-Aggressive) should be replaced by some of those of another (e.g. Military Precision). It remains for decision-makers to understand which of the seven types best describes their organization and then, guided and informed by what Neilson and Pasternack provide in this volume, make whatever corrective or preventive adjustments may be necessary.

To Neilson and Pasternack, I now offer "Well-done!"
Oppebro
The vast majority of large organisations seem to be dysfunctional, at least to some extent. This book helps diagnose those dysfunctions and provides guidelines for addressing them. The organisations primarily addressed by the book are large corporations, but it appears that the principles would apply to many other types of organisations.

An easy way to start the diagnosis is to go to [...] and answer the brief questionnaire to find out what sort of organisation you belong to. The possible options are passive-aggressive, fits-and-starts, outgrown, overmanaged, just-in-time, military precision, and resilient. According to the authors, in order to move from one of the dysfunctional type towards the "resilient" type, you need to address the four building blocks: decision rights, information, motivators and structure. Most organisational dysfunctions are attributable to one or more of: unclear decision rights, lack of access to information, inappropriate motivators, and overlayered structures.

I am not sure that all possible organisational problems can be addressed in a single book, but most of the advice given by the authors rings true. Addressing the four building blocks will not guarantee that your organisation will be successful, but it will mean that many of the problems which beset most organisations will not be a problem for yours.
Xurad
I wasn't going to review this book, because I have a connection to it. I am the editor-in-chief of strategy+business ([...] where an adaptation of part of Results appeared. But the first review, while complimentary, seems to have its own axe to grind, and someone should put Results in perspective.

This is a book about leverage for changing organizations into a high-performance, employee-energizing, model. There are a lot of books on that subject, but Results is distinguished by three things. First, it's theoretically rich. Drawing on both economic organizational theory and the authors' own extensive global surveys (still going on at [...] it has a coherent theory of the "building blocks" that leaders can either design effectively or not. These levers include decision rights, information flows, incentives, and other practices that are usually tackled piecemeal. Results shows how to put them together.

Second, Results is distinguished by the way it labels organizations. The link between the combinations of "building blocks" and the perceived personalities (resilient, passive-aggressive, military, and so on) is remarkably consistent, and it helps people see the nature of the organizations they work for - and the reasons why they got that way.

Third, Results is distinguished by its writing style. It's accessible, but not glib. The examples are substantial, and worthy of attention, like Caterpillar, whose story represents one of the most genuine transformation stories I know of -- from a company on the point of stagnation to an extremely successful high-performance global enterprise.

I spend a lot of time trying to make sense of the entity called "organizations," which are so influential - and so difficult to influence. I find myself continually returning in my mind to the stories and the building blocks of Results. It's a very pragmatic book, targeted directly at people who want to make useful change in organzations and not waste their time. It's deceptively simple on that level, but it's not superficial at all. It's not the only book a change-oriented manager might read -- there's a lot of organizational learning material that would represent a good complement to it -- but it has at its heart one of the critical things that an organizational leader needs to know: The way the tangible policies and practices of a company or enterprise shape the human culture of that company or enterprise, and the aspirations and sensibilities of the people inside it.

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