July 2010 Archives
So, there is no such thing as a bad day (or any other period). Thing happen, and how we interpret them is dependent on all sorts of factors. If you want a "good" day, find ways to use the "bad" things for positive benefit. Don't let all the "stuff" pile up into that ball of blackness. Start the day over.
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What do you think of when you hear about constraints? Do you want to eliminate them? Do you want to change them? Or do you know that they are a fact of life? It all depends on your perspective and what you think those constraints do.
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How many times to you or a colleague have a brilliant insight that will solve the world's problems? Does that insight go anywhere, or does it sit on the pile of other insights? Or you try to do something with it but run into roadblocks that make the idea harder harder to implement. Welcome to the half-baked idea.
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These Lessons From the Knee of the Master: Battle-Tested Tips for ECM Success are formally about Enterprise Content Management, they apply to nearly any type of change implementation.
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As usual, sevearl threads tie themselves together in my mind. Today it falls on personal responsibility and leadership responsibility.
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Rawn Shah has a piece in at Forbes.com in the Leadership column in which he talks about "Why You Must Network With Your Younger Employees." It's inspired some discussion about these ubiquitous generational models.
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Another book in my long backlog was Ray Immelman's "Great Boss Dead Boss." I finally picked up a copy and thoroughly enjoyed it. As with many good books, the ideas have me looking at the world in a slightly different way.
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I came across "Retrieving Projects from Bad Performance" on LinkedIn, in the status update of the author, Shridhar Lolla. Brief and interesting discussion with a TOC flair.
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How many systems are out there for tracking the status of a project and the tasks within that project? Whose responsibility is it to gather and compile these status reports? Is it the manager, project manager, some software? Is "get the status" the wrong things to consider? The Manager Tools podcast on "Assign Work AND Reporting" gives me a new view of this question.
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If you know what is limiting your ability to move forward, you can begin to develop a solution for overcoming that barrier. Larry Chait's chapter on knowledge sharing has me thinking about this once again.
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When the only tool you have is a hammer, everything looks like a nail. Corollary: When you are sitting in the workshop, it's hard not to play with the tools, regardless of what you are trying to get done.
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A former colleague sent a link to an interview with AW Siew Hong, the Knowledge Management Advisor for Shell Global Solutions (Malaysia). I particularly like this response to the question of how Shell makes it work.
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Steve Denning has been stirring up the water with some interesting discussions in preparation for the release of his book on Radical Management. This one touches on why (KM) programs fail.
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Simple instructions for setting your signature on iPhone, BlackBerry, Android and Windows Mobile smartphones.
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I've come across a nice article by Bob Sproull that describes how he has combined Theory of Constraints with Six Sigma and Lean to create what he calls the Ultimate Improvement Cycle, Maximizing Profits Through the Integration of Lean, Six Sigma and Theory of Constraints. Sproull is not the only one to talk about this, and there are a few pointers in the end notes of the article.
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I know I have written about the data-information-knowledge hierarchy in the past. Many people still use it as a metaphor, but now it seems that it has outlived its usefulness. I came across DIKW again, so I thought I would say a little something.
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