Nov 7 2018
Where Problem-Solving Goes Wrong | Gregg Stocker | Lessons in Lean
“[…] Whenever someone asks for input on a problem-solving A3, I tend to look for the red flags or areas in each section where help is most commonly needed. The key is to help people understand that the process is about investigating, reflecting, and learning, not filling in the form. It is far too common, especially early in a person’s development, to force-fit information into the boxes just to appease someone else and show that the process was followed. […]”
Sourced through Lessons in Lean
Michel Baudin‘s comments: Companies use forms to make teams answer every question. Filling out forms, however, often degenerates into the formalism Gregg describes. Instead of reviewing content, managers just check that the team has entered something in every box.
Gregg also says nothing about immediate countermeasures to “stop the bleeding.” Assume, for example, that customers start returning defectives. The first step is to prevent more defectives from escaping. Meanwhile, you investigate root causes, implement permanent solutions, and validate them. The point of the process is to go beyond immediate countermeasures and dismantle them once they are no longer useful.
Dec 12 2018
Open workspaces and collaboration | E. S. Bernstein and S. Turban | Royal Society
“[…]In two intervention-based field studies of corporate headquarters transitioning to more open office spaces, we empirically examined—using digital data from advanced wearable devices and from electronic communication servers—the effect of open office architectures on employees’ face-to-face, email and instant messaging (IM) interaction patterns. Contrary to common belief, the volume of face-to-face interaction decreased significantly (approx. 70%) in both cases, with an associated increase in electronic interaction. In short, rather than prompting increasingly vibrant face-to-face collaboration, open architecture appeared to trigger a natural human response to socially withdraw from officemates and interact instead over email and IM.[…]”
Michel Baudin‘s comments: I got curious after reading multiple blanket statements on LinkedIn to the effect that open workspaces decrease office productivity. The authors all refer to the same “Harvard study” without giving any details. Is the Harvard label sufficient to quell any doubts? As the notorious Reinhart-Rogoff paper on austerity shows, it is nothing of the kind.
On closer scrutiny, the Bernstein-Turban’s study is serious but limited in scope. The readers of readers of readers of their paper draw increasingly cosmic conclusions that the study does not support. To locate it, you must thread your way through multiple layers of papers. Each one simplifies and amplifies the results of the previous ones. In the process, they forget any of the nuances and restrictions of the original authors.
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By Michel Baudin • Blog clippings • 0 • Tags: Cubicle, Office, Open Workspace