Remember that obnoxious Comcast call? It probably wasn’t the employees fault – he was just doing what offered him the most reward (or least pain).
A case study, based on what I learned from George Carlin records. Continue reading Balancing Rewards and Behaviors: A Case Study
Would you take business advice from this man? I did!
And here’s what I learned about motivating – and demotivating – employees. Continue reading Everything I Need to Know I Learned from George Carlin
People don’t “cause” problems because they want to – it’s generally because the culture not only allows it, but encourages it!
Here are some questions to consider to see if your performance environment is out of balance. Part 3 of 3. Continue reading Seeking Balance with ‘People Problems’
Even high-profile investigations get knocked off course when they pursue WHO to blame, rather than the underlying causes behind WHY it occurred.
In this post, the first of three, I discuss the hazards with chasing the Who and not the Why. Continue reading Good Investigators Don’t Search for the Who
Before any Change Management can begin, organizations must feel the need for change.
Here is a cautionary tale of a client who did nearly everything wrong, and still felt no need to act. Continue reading How to Make Your Change Effort Fail
When metrics are used wisely, they can be effective tools for managing and improving processes. When they are used as weapons, or just improperly handled, they can be dangerous.
Some things to consider to keep yourself in the ‘wise’ column.
B-SPOKE 