I had just read this article before starting a training session by our CMM programmer in our factory, and I was thinking about it the whole time as he was frustratedly explaining to me how people are hiding problems and don't want to accept or give negative feedback, because of fear. So much time could be saved and so much better parts could be made if people weren't scared to tell the truth. And people are scared because the management use fear tactics and power dynamics to make people do things.
Thanks for reading and for sharing that, Liam. It's quite true: the gaps in your culture show up in the quality of your products and services. You can't build to a high standard of quality if you're afraid what you say could cost you in pay, a promotion, or your job.
Will do. I think I still need your help in getting accepted by Substack......anytime this week will work. Let me know what works for you. You can also let me know what you think of my coaching question regarding interdependencies.
Great posting Christopher. And it will take me 3 or 4 more readings (after my already read and reread) to grasp all you have here. I particularly like the metaphor of the "all positive feedback" control loop. Excellent example. Keep posting, I learn a lot each time, you're a great teacher.
Thanks Lonnie, your feedback is *always* appreciated. When you get a chance, watch Destin's whole video and see if my observations are off-base. I had to chop some out, as there's a lot in that vid that had me gesticulating wildly at the screen and saying "See? See?" to my very patient and long-suffering wife. 😆
The control loop metaphor is simply great. Years ago I told a firm that "they are spending way too much effort at getting along and way too little effort at getting better."
It never really jelled except with a few. Since that time I have come to believe that this is an industrial epidemic and way too common. With shallow, unpenetrating and unexamined thought being "what we call teamwork."
I had just read this article before starting a training session by our CMM programmer in our factory, and I was thinking about it the whole time as he was frustratedly explaining to me how people are hiding problems and don't want to accept or give negative feedback, because of fear. So much time could be saved and so much better parts could be made if people weren't scared to tell the truth. And people are scared because the management use fear tactics and power dynamics to make people do things.
Thanks for reading and for sharing that, Liam. It's quite true: the gaps in your culture show up in the quality of your products and services. You can't build to a high standard of quality if you're afraid what you say could cost you in pay, a promotion, or your job.
Hope things improve for you!
CRC.
Will do. I think I still need your help in getting accepted by Substack......anytime this week will work. Let me know what works for you. You can also let me know what you think of my coaching question regarding interdependencies.
Great posting Christopher. And it will take me 3 or 4 more readings (after my already read and reread) to grasp all you have here. I particularly like the metaphor of the "all positive feedback" control loop. Excellent example. Keep posting, I learn a lot each time, you're a great teacher.
Thanks Lonnie, your feedback is *always* appreciated. When you get a chance, watch Destin's whole video and see if my observations are off-base. I had to chop some out, as there's a lot in that vid that had me gesticulating wildly at the screen and saying "See? See?" to my very patient and long-suffering wife. 😆
The control loop metaphor is simply great. Years ago I told a firm that "they are spending way too much effort at getting along and way too little effort at getting better."
It never really jelled except with a few. Since that time I have come to believe that this is an industrial epidemic and way too common. With shallow, unpenetrating and unexamined thought being "what we call teamwork."