A Whole Systems Approach, Part 10/14: "The Culture of Excellence"
NOTE: This is a fourteen (14) part series written by Ed Brimmer. I'm reposting his series here, with his permission. For all posts in the series, click here. Thanks for visiting! Lou Hayes, Jr.
Part 10 is about building a desired culture which supports the whole system instead of harming it. In the example culture below there are two major stochastic process themes we are after. 1. Staying open & connected to customers instead of letting internal bureaucracies close the organization off from its customers.
2. Staying focused on the fact that your customers can never be happier than your employees. The key to understanding stochastic processes is that each organization has variable degrees of bureaucracy & employee morales in them. Every organization will be quite unique in both of these matters. This randomness in organizations & its people means we cannot determine exactly what outcomes will occur but we can identify possible outcomes for heightened performance.
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To begin at Part 01 of the series, click here.
To advance to the next Part 11, click here.
***
Part 10 is about building a desired culture which supports the whole system instead of harming it. In the example culture below there are two major stochastic process themes we are after. 1. Staying open & connected to customers instead of letting internal bureaucracies close the organization off from its customers.
2. Staying focused on the fact that your customers can never be happier than your employees. The key to understanding stochastic processes is that each organization has variable degrees of bureaucracy & employee morales in them. Every organization will be quite unique in both of these matters. This randomness in organizations & its people means we cannot determine exactly what outcomes will occur but we can identify possible outcomes for heightened performance.
***
To begin at Part 01 of the series, click here.
To advance to the next Part 11, click here.
***
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