Podcasts about Scientific management

I'm so excited to share this special 20 min episode stack as a highlight with a powerful message. I'm publishing this curation to help you make the most of your time. The episode features segments from the episode 097 and 98 all about how to effectively manage your time. https://richie.libsyn.com/the-rise-of-anti-time-management-a-history-of-time-management ====== Time management was never designed to give you freedom. Time management was designed to control you...not for you to control your time. Stop managing time. Start prioritizing attention. Read while you listen! There are many sources and quotes on this podcast. Richie Norton included a bonus chapter for you to review additional sources cited and/or for context for your research and bibliographic enjoyment. You can read along and follow the sources by grabbing the bonus chapter to Richie's new book Anti-Time Management at www.richienorton.com/time.   This podcast is a keystone, flagship, deep dive into the history of Frederick Winslow Taylor, the Founder of Scientific Management, Time Management, Time and Motion Study and more. The historical nature of this content is intentionally shared through the lens of 21st century social and technological shifts. This powerful podcast demonstrates how time management is a painful path to strive for meaningful work because it was not a tool designed for that (and what to do about it).   BONUS CHAPTER TO ANTI-TIME MANAGEMENT   The Fall of Time Management, The Rise of Anti-Time Management—On Taylorism: A History of Time Management and Frederick Winslow Taylor, Founder of Scientific Management   Go to www.richienorton.com/time and grab this bonus chapter.   Building upon the concepts introduced in Anti-Time Management, Richie Norton shares the principles that got us to where we are, the consequences and what to do now to make choices that actively free up your time now and in the future.   MORE RESOURCES   Download your free Time Tipping Toolbox to move from distraction to action, prioritize attention, and reclaim your life in ninety days. The 90-Day Challenge leads you step-by-step, day-by-day, by project, to help you bring about the lifetime experiences you've been waiting a lifetime to live.   For ongoing tools, worksheets, and strategies to integrate your Time Tipping practice provided by Anti-Time Management go to: RichieNorton.com/Time.   Want to continue the conversation? Join us!   RICHIE NORTON'S ANTI-TIME MANAGEMENT COMMUNITY: www.facebook.com/groups/antitimemanagement   RICHIE NORTON WEBSITE: http://www.richienorton.com/   RICHIE NORTON SOCIAL:   INSTAGRAM: https://www.instagram.com/richie_norton LINKEDIN: http://www.linkedin.com/in/richardnorton FB: https://www.facebook.com/richienorton TWITTER: http://www.twitter.com/richienorton

Austin Abigt is a philosopher, writer, and one of the key members of the of the Renewal of Science movement, which seeks to chart a path for scientific rebirth. In this conversation, Abigt explains how modern science is the product of two distinct philosophical lineages - one founded by Newton and Descartes, the other by Goethe. The Newtonian paradigm, roughly summarized by "shut up and calculate" has been invaluable for the development of the modern world, but Abigt argues that its ability to keep moving us forward to a deeper and deeper understanding of nature is inherently limited. To be able to make progress, we have to turn to the alternative scientific thread, the Goethian one, that advocates for a more holistic approach to nature. Rather than demanding a single story, Abigt argues that it's time to embrace the inherent complexity of nature. PATREON: get episodes early + join our weekly Patron Chat https://bit.ly/3lcAasB MERCH: Rock some DemystifySci gear : https://demystifysci.myspreadshop.com/ AMAZON: Do your shopping through this link: https://amzn.to/3YyoT98 SUBSTACK: https://substack.com/@UCqV4_7i9h1_V7hY48eZZSLw@demystifysci References from Austin: Sheldon's Soul and Matter Essay: https://www.jstor.org/stable/2178912 (00:00) Go! (00:07:25) Alternative Scientific History (00:15:28) Evolution of Educational Traditions (00:27:03) Goethean Spectrum (00:39:20) Diverging Scientific Views (00:48:34) Mystical Elements in Science (00:58:07) Alternative Scientific Approaches (01:10:45) The Shift in Scientific Thinking (01:20:08) Social Engineering and Consciousness (01:27:50) Industrialization and Scientific Management (01:35:21) Anthroposophy and Cultural Integration (01:46:03) Idealism vs. Materialism (01:54:20) The Interplay of Perception, Reality, and Will (02:05:41) Morality of Science (02:16:12) Truth and Beauty is all there is? (02:25:28) Lunar Cycles and Plant Growth Studies (02:28:38) Bridging Spirituality and Science (02:37:02) Exploring Materialism and Mind (02:46:04) Unifying Science and Philosophy #PhilosophyOfScience, #Anthroposophy, #HistoryOfIdeas, #ScienceHistory, #ScientificInquiry, #AlternativeScience, #RenaissanceScience, #GoetheanScience, , #ScientificParadigms, #ScienceAndSpirituality, #ScientificRevolution, #HolisticScience, #MysticalScience, #ScienceEducation, #ScientificIntegration, , #PhilosophicalDebates, #CulturalEvolution, #ScienceAndArt, #SpiritualKnowledge, #ModernScienceCritique#sciencepodcast, #longformpodcast Check our short-films channel, @DemystifySci: https://www.youtube.com/c/DemystifyingScience AND our material science investigations of atomics, @MaterialAtomics https://www.youtube.com/@MaterialAtomics Join our mailing list https://bit.ly/3v3kz2S PODCAST INFO: Anastasia completed her PhD studying bioelectricity at Columbia University. When not talking to brilliant people or making movies, she spends her time painting, reading, and guiding backcountry excursions. Shilo also did his PhD at Columbia studying the elastic properties of molecular water. When he's not in the film studio, he's exploring sound in music. They are both freelance professors at various universities. - Blog: http://DemystifySci.com/blog - RSS: https://anchor.fm/s/2be66934/podcast/rss - Donate: https://bit.ly/3wkPqaD - Swag: https://bit.ly/2PXdC2y SOCIAL: - Discord: https://discord.gg/MJzKT8CQub - Facebook: https://www.facebook.com/groups/DemystifySci - Instagram: https://www.instagram.com/DemystifySci/ - Twitter: https://twitter.com/DemystifySci MUSIC: -Shilo Delay: https://g.co/kgs/oty671

  Technological Taylorism: How Modern AI is Reshaping the Future of Work In this episode, we delve into the concept of Technological Taylorism and how the advent of AI and automation is restructuring the workforce. We revisit Frederick Taylor's principles of scientific management and examine their relevance in today's job market. The discussion covers the rise in workplace surveillance, the transformation of jobs into piecemeal tasks, and the increasing vulnerability of freelance and middle management roles. The episode also explores the larger implications of AI on job creation, economic growth, and the potential for a technological singularity. Featuring insights from experts like Paul Daugherty and Yossi Sheffi, this thought-provoking discussion questions the future of labor in an efficient, data-driven world. 00:00 Introduction: Technological Taylorism and the Future of Work 00:32 The Legacy of Frederick Taylor's Scientific Management 01:31 Modern Workforce Surveillance and AI 03:04 The Rise of Freelancers and Automation 05:39 Creative Destruction in the Digital Age 08:13 The Future of Work: Concerns and Predictions 10:24 Conclusion: Human + Machine Paradigm   Technological Taylorism: The Automation of Efficiency and the Future of Work The philosopher and media theorist Marshall McLuhan contends that "we shape our tools, and thereafter our tools shape us", The idea suggests that we create and adapt to technologies. These technologies, in turn, shape our behaviours, perceptions, and ultimately, our societies. This goes for any technology from the stopwatch to the advanced artificial intelligence.  I hope I am wrong... In the late 19th and early 20th centuries, Frederick Taylor introduced a management approach that would fundamentally change the industrial world. With tools as basic as a pen, ledger, and stopwatch, Taylor meticulously observed and recorded the activities of factory workers, aiming to enhance efficiency through what he termed "scientific management." This system dissected every action into its basic elements. Taylor's analysis led to the precise timing and reorganization of each task to maximize speed and efficiency. Initially, these changes led to significant productivity gains, but they also stripped workers of their autonomy and sense of craftsmanship. Understandably, Taylorism reduced skilled artisans to interchangeable cogs in a mechanized process. Fast forward to today, and Taylor's shadow looms large over modern workforce management. Today's management practices have evolved to slice jobs into ever-smaller tasks. In 2019, The Wall Street Journal highlighted a significant shift towards workplace surveillance, labelling employees as "workforce data generators." This marked a new phase in management's scientific approach, now armed with AI-driven tools far beyond Taylor's  stopwatch. The COVID-19 pandemic and the shift to remote work turbocharged the use of these surveillance tools. A 2021 study by Gartner revealed that the adoption of technologies like facial recognition among employers had doubled to 60% during the pandemic, with predictions of continued growth. This surge in monitoring tools reflects a crisis-induced rush towards greater control, reminiscent of Taylor's response to perceived inefficiencies. The narrative has been that a surefire way to protect yourself in an age of AI is to have a complex, human job. However, when you really examine any complex job it is just a Gordian knot of simple tasks, tasks that can be cheese sliced apart. Consider, AI-powered project management software that eliminates middle management by automating tasks. Once it has unbundled jobs into tasks, it then assembles freelance teams. While these freelancers initially benefit, the software soon learns from their work, and gradually replaces them too.  Freelancers are increasingly becoming a significant part of the workforce. A 2022 study by Upwork found that 38% of Americans engaged in...

Have you ever wondered what it would be like to pursue a career in scientific management? What would a regular workday look like? What skills are valued in this sector and what are the opportunities for career progression? Tune into this episode of The Cancer Researcher Podcast for an insightful conversation with our three expert guests who each work in scientific management in different positions and sectors. Our guests in this episode: Lynn Turner, Director of Research at Worldwide Cancer Research Olivia Tort, International Project Manager at IRB Barcelona Javier Carmona, Head of Scientific Strategy and Translational Programs at Vall d'Hebron Institute of Oncology

Ad Verbrugge in gesprek met Roland van der Vorst, publicist, columnist voor het FD en hoofd innovatie bij de Rabobank. Bronnen en links bij deze uitzending: - Terugluisteren: De toekomst is eindeloos. Een gesprek met Roland van der Vorst: https://www.youtube.com/watch?v=IYwAbULNSWI - Het boek 'De toekomst is eindeloos' van Roland vindt u hier: https://www.uitgeverijtenhave.nl/boek/de-toekomst-is-eindeloos/ - Het nieuwe boek van Roland, 'Nieuwe Vervreemding. Hoe technologie onze wereld betovert': https://www.uitgeverijtenhave.nl/boek/nieuwe-vervreemding/ - 'De gezagscrisis. Filosofisch essay over een wankele orde' van Ad Verbrugge: https://www.boomfilosofie.nl/product/100-14068_De-gezagscrisis - 1984 Apple's Macintosh Commercial (HD): https://www.youtube.com/watch?v=VtvjbmoDx-I - 'Het goede leven en de vrije markt', Govert Buijs, Jelle van Baardewijk, Ad Verbrugge: https://www.boomfilosofie.nl/product/100-8377_Het-goede-leven-en-de-vrije-markt (8:54) - 'Poor Things', een film met o.a. Emma Stone, officiële trailer: https://www.youtube.com/watch?v=0b60KvUtIiU (12:43) - 'Het cynisme van Sam Altman', colums van Roland in het FD: https://fd.nl/tech-en-innovatie/1480076/het-cynisme-van-sam-altman?utm_medium=social&utm_source=twitter&utm_campaign=earned&utm_content=20230701 (14:07) - 'The Principles of Scientific Management', Frederick Winslow Taylor, via Project Gutenberg: https://gutenberg.org/ebooks/6435; PDF (2,2MB): http://strategy.sjsu.edu/www.stable/pdf/Taylor,%20F.%20W.%20(1911).%20New%20York,%20Harper%20&%20Brothers.pdf (20:21) - 'De verwaarlozing van het zijnde', Ad Verbrugge: https://www.boomfilosofie.nl/product/100-444_De-verwaarlozing-van-het-zijnde - 'Leven in tijden van versnelling. Een pleidooi voor resonantie', Hartmut Rosa: https://www.boomfilosofie.nl/product/100-886_Leven-in-tijden-van-versnelling (37:18) - 'The Battle of the Billionaires', Mr. McMahon and Donald Trump, WrestleMania 23: https://www.youtube.com/watch?v=5NsrwH9I9vE (41:50) -- Kom op 28 juni naar De VierdeNacht van De Nieuwe Wereld. Bestel je kaarten hier: https://dnw.eventgoose.com/ Steun De Nieuwe Wereld. Word patroon op https://petjeaf.com/denieuwewereld of doneer op NL61 RABO 0357 5828 61 t.n.v. Stichting De Nieuwe Wereld. Alvast bedankt. -- 0:00 Intro 0:22 Een vrij gesprek 2:17 De gezagscrisis: porositeit en autoriteit 6:42 De mythe van de bevrijding van het individu 12:57 Omslagpunt: Sam Altman en de Apocalyps 25:13 Zielsmatige betrokkenheid 30:18 Moederfilosofie: denken in sferen 37:09 Resonantie en het fenomeen Trump 44:26 Messias en martelaar 55:32 Onveilige hechting 1:01:11 Lenzen slijpen, muren slopen 1:08:11 Met Google maps door L.A. 1:10:05 Pre-reflexieve afstemming 1:20:20 Het centrum van Leiden 1:22:37 Zielsverwantschap 1:29:20 Midlife crisis, minnaressen, motoren en de marathon 1:38:26 Een onvervulbaar verlangen 1:41:05 Genadeloos benoemen wat er aan de hand is 1:46:10 Thich Nhat Hanh en het lezen van de tijd 1:51:44 Afronding -- De Nieuwe Wereld TV is een platform dat mensen uit verschillende disciplines bij elkaar brengt om na te denken over grote veranderingen die op komst zijn door een combinatie van snelle technologische ontwikkelingen en globalisering. Het is een initiatief van filosoof Ad Verbrugge in samenwerking met anchors Jelle van Baardewijk en Marlies Dekkers. De Nieuwe Wereld TV wordt gemaakt in samenwerking met de Filosofische School Nederland. Onze website: https://denieuwewereld.tv/ DNW heeft ook een Substack. Meld je hier aan: https://denieuwewereld.substack.com/

What is the Origin of Lean Manufacturing?We see the roots of Lean in the writings of Ben Franklin. In his book, Poor Richard's Almanac, he writes about the reduction of waste when he writes, “avoiding unnecessary costs could provide more profit than increasing sales”.Franklin's thoughts are further developed by Frederick Winslow Taylor in his 1911 book, Principles of Scientific Management. Taylor outlined and named the process of “Proto-Lean”, calling it Scientific Management. He wrote, “Whenever a workman proposes an improvement, it should be the policy of the management to make a careful analysis of the new method, and if necessary, conduct a series of experiments to determine accurately the relative merit of the new suggestion and of the old standard. And whenever the new method is found to be markedly superior to the old, it should be adopted as the standard for the whole establishment."Shigeo Shingo read Taylor's book and dedicated his life to the furtherance of Scientific Management. He and Kiichiro Toyoda refined Taylor's philosophies in the textile and automotive industries. As time went on, the great engineer, Taichi Ohno, brought these methods together to form the philosophy known as “The Toyota Production System”.In 1988, we first see the term “Lean” in John Krafchik's article, Triumph of the Lean Production System.Next, we see the term, “Lean Manufacturing” surface as the philosophy of Lean is detailed further by James Womack, Daniel T. Jones, and Daniel Roos in the 1990 book ‘The Machine that Changed the World.' Womack and Jones continued to clarify the Lean Philosophy in their 1996 book, Lean Thinking: Banish Waste and Create Wealth in Your Corporation. In that book, they laid out five key principles, “Precisely specify value by specific product, identify the value stream for each product, make value flow without interruptions, let the customer pull value from the producer, and pursue perfection”. From that time on Lean Manufacturing was a mature business philosophy.What is Lean?Let's start by saying that Lean means many things to many people. It has its purists, its revisionists, its visionaries, and its charlatans. So, it is important to think of Lean as a general school of thought rather than a specific discipline.Since the dawn of time, the desire to manufacture things has been a very human trait.Almost no other creature makes things, and humans alone engage in mass production.We human beings have been continually improving things for eons. Each generation improves upon the last.The Term Lean Manufacturing or Lean was first defined by James Womack and Daniel T. Jones in the Book Lean Thinking – Banish Waste and Create Wealth in Your Corporation – 1996. They defined Lean as “a way to do more and more with less and less - less human effort, less equipment, less time, and less space - while coming closer and closer to providing customers exactly what they want."We at Avanulo believe that Lean is a business philosophy that calls for process owners to relentlessly pursue the reduction of variation for the benefit of the customer. We also believe that people will naturally seek to improve their environment, work processes, and lives whether or not there is a formal system to help them do so, and that Lean Manufacturing is a school of thought and some tools, that help us to . . . “Improve the way we improve”. Lean is a Meta-Improvement System.Lastly, we believe that Lean Manufacturing is mostly tactical, local, and very human. It is not a generic strategy, but an augmentation to an organization's generic strategy.Why is Lean an important part of a Leader's toolbox?Rational Reason – Lean provides an educational base, an integrated set of methods, and a vetted set of tools, for...

Culture Crush Ep.68 I ประวัติศาสตร์ วัฒนธรรมองค์กร part 1 . กว่าจะเป็นวัฒนธรรมองค์กร ที่องค์กรทั่วโลกใช้เป็นส่วนสำคัญ เป็นเหมือนจังหวะหัวใจขององค์กรในการส่งเสริมธุรกิจให้ไปสู่เป้าหมาย และผูกพันธ์คนในองค์กรไว้ด้วยกัน ใน Ep. นี้จะมาเล่าถึงยุคเรื่มต้นฉบับย่อ ว่ามีที่มาที่ไปอย่างไร มีเส้นทางอย่างไรกว่าจะมาจนถึงทุกวันนี้ . Key Take Away 1. การจัดการแบบวิทยาศาสตร์ (Scientific Management) มุ่งเน้นไปยังเป้าหมาย ผลสำเร็จ ที่มาจากการจัดการทำให้การทำงานมีประสิทธิภาพมากขึ้น 2. มนุษย์เป็นสัตว์สังคมที่ต้องอยู่ร่วมกัน มีเรื่องของ Social Factor, Group Dinamic และ Wellbeing เข้ามาเกี่ยวข้อง จึงทำให้เกิด การจัดการแบบมนุษย์สัมพันธ์ (Human Relation) 3. จิตวิทยาองค์กร (organizational psychology) มุมมองในเรื่องของแรงจูงใจเพื่อให้คนอยากทำงาน เป็นจุดเริ่มต้นของวัฒนธรรมองค์กร . Podcaster: บอล - สุรัตน์ โพธิปราสาท ผู้ก่อตั้งเพจ A Cup of Culture . รับชม ep.อื่นๆ ของ Culture Crush ได้ที่ https://www.brightsidepeople.com/culture-crush/ ———– #วัฒนธรรมองค์กร #corporateculture #organizationalculture #culturecrush

Arcx is all about literary inspiration. In this episode, we speak to short story writer, editor and novelist, Vajra Chandrasekera. Vajra's work is largely in the realm of speculative fiction, and he has published over a hundred pieces since 2012 in various formats. Notably, his work has been featured in Analog, Clarkesworld, West Branch, and The Los Angeles Times. He has also been nominated for the Theodore Sturgeon Memorial Award for his short story, The Translator, at Low Tide. Additionally, he was also nominated for the British Science Fiction Association award for Best Non-fiction. His debut novel, The Saint of Bright Doors was released in July 2023. His short stories have been featured in several anthologies including The Best Science Fiction of the Year, The Apex Book of World SF, and Transcendent: The Year's Best Transgender Speculative Fiction. Vajra was also part of the editorial team at Strange Horizons, and in his role as fiction editor, worked closely with several writers from all over the world. He's also passionate about initiatives that protect the political and artistic freedoms of Sri Lankan writers and artists who have been censored and imprisoned by the state.   In this episode, we sit down to discuss some classic desi themes: colonialism, intergenerational trauma, and overblown family drama. We also touch on destiny, friendships, revolution, and terrible science fiction adaptations.   You can follow Vajra on Twitter at @_vajra and on his website Vajra.me. Read Vajra's Work:  The Saint of Bright Doors (Novel) The Translator, at Low Tide Theses on the Scientific Management of Goetic Labour Rhizomatic Diplomacy Terminus  Running the Gullet On the Origin of Specie Arcx is a series of the Subverse, the podcast of Dark ‘n' Light, a digital space that chronicles the times we live in and reimagining futures with a focus on science, nature, social justice and culture. Follow us on social media @darknlightzine, or at darknlight.com for episode details and show notes.

Overview Dive deep into the annals of leadership theory in this inaugural episode of our series dedicated to Situational Leadership Theory. Leadership, often considered an art and a science, has captured human imagination and scholarly attention for centuries. From the early emergence of the Contingency Theory of Leadership to the best-selling leadership books in the commercial marketplace, our quest to understand effective leadership has evolved dramatically. As we chart this riveting journey, we're honored to have Dr. Drea Zigarmi, our esteemed guest and coauthor of Situational Leadership 2.0 (SL II), as our special guest. Join us in understanding the foundations of leadership theory that paved the way for one of the world's most recognized leadership models. Works Cited Aurelius, M. (2003). Meditations. Penguin Classics. (Original work published [180] Blanchard, K. (2018). Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations. FT Press. Fowler S., Lyles D., Zigarmi D. (2007) Achieve Leadership Genius: How You Lead Depends on Who, What, Where, and When You Lead. [Financial Times Press]. Inspire Software. Leadership Genius through Inspire Software. Retrieved from www.inspiresoftware.com Machiavelli, N. (2003). The Prince. Penguin Classics. (Original work published [Original work published 1513] Plato. (2003). The Republic. Penguin Classics. (Original work published [360 B.C.E.]) Rost, J. C. (1991). Leadership for the 21st Century. Praeger. Taylor, F. W. (2003). The Principles of Scientific Management. Routledge. (Original work published [1911]) Wheatley, M. J. (2006). Leadership and the New Science: Discovering Order in a Chaotic World. Berrett-Koehler Publishers. Note: The publication years for “Meditations”, “The Prince”, and “The Republic” are for the Penguin Classics editions, not the original works. --- Send in a voice message: https://podcasters.spotify.com/pod/show/jason-diamond-arnold/message

The fourth Season of the National Institute of Neurological Disorders and Stroke's Building Up the Nerve podcast, where we discuss the unwritten rules, or “hidden curriculum,” of scientific research at every career stage. We know that navigating your career can be daunting, but we're here to help—it's our job!In episode 8, we talk about succeeding as junior faculty, including starting a lab from scratch, balancing all aspects of the job, and how to manage tenure expectations.Featuring Ishmail Abdus-Saboor, PhD, Assistant Professor, Columbia University; Katie Wilkinson, PhD, Professor, San Jose State University; and Jack Lipton, PhD, Professor, Michigan State University.ResourcesMaximizing Investigators' Research Award (MIRA) (R35): https://nigms.nih.gov/Research/mechanisms/MIRA Resources from the 2022 “Maintaining a Neural Network: Transforming Mentorship Workshop”: https://www.ninds.nih.gov/news-events/events/maintaining-neural-network-transforming-mentorship-workshop NIH Glossary: https://grants.nih.gov/grants/glossary.htm NIH Early Stage Investigator Resources: https://grants.nih.gov/policy/early-stage/index.htm Support for Research Excellence (SuRE): https://www.ninds.nih.gov/funding/about-funding/types-research-support/research-project-grants/support-research-excellence-sure-program-r16 NIH Research Enhancement Award (R15): https://grants.nih.gov/grants/funding/r15.htm University of Washington BRAINS program: https://brains.uw.edu/ Big 10 Academic Alliance: https://btaa.org/ Diversity R01 for New and “At-Risk” Investigators: https://www.ninds.nih.gov/funding/about-funding/types-research-support/research-project-grants/diversity-r01-new-and-risk-investigators Books:At the Helm: Leading your Laboratory by Kathy Barker Making the Right Moves: A Practical Guide to Scientific Management for Postdocs and New Faculty, Second Edition from HHMI: https://www.hhmi.org/science-education/programs/resources/making-right-moves  The Grant Application Writer's Workbook for NIH: https://www.grantcentral.com/workbooks/national-institutes-of-health/ Transcript available at http://ninds.buzzsprout.com/.

In case you missed it, Tristan Ahumada had an insightful conversation with Seth Godin. This episode originally aired June 2.  When surveying 10,000 people in 90 countries for his latest book, The Song of Significance, Seth Godin found that the top response for an aspect of the best job participants had ever had was not money, which Godin says is a common assumption of bosses, but being allowed to feel challenged at work in a healthy way. However, from an industrialist mindset, employees having agency (that is, freedom plus responsibility) and significance in their work is not the top priority of employers—instead, they want to exert control and gain obedience, according to Godin. Godin has learned from the many experiences and jobs he's had throughout his life, including his first job as an underqualified 23-year-old in a company making computer games for kids and, more recently, as a volunteer running The Carbon Almanac. Now, he discusses some of those lessons with Brilliant Thoughts host Tristan Ahumada, as well as industrial capitalism and its connection to schooling, “page 19 thinking” and the uses of AI, as well as the necessity of understanding it before you choose to ignore it.  ---- Mentioned: Song of Increase by Jacqueline Freeman Stop Stealing Dreams by Seth Godin The Principles of Scientific Management by Frederick Taylor The E-Myth Revisited by Michael Gerber Seth Godin is a bestselling author, entrepreneur and speaker.See omnystudio.com/listener for privacy information.

In case you missed it, Tristan Ahumada had an insightful conversation with Seth Godin. This episode originally aired June 2.  When surveying 10,000 people in 90 countries for his latest book, The Song of Significance, Seth Godin found that the top response for an aspect of the best job participants had ever had was not money, which Godin says is a common assumption of bosses, but being allowed to feel challenged at work in a healthy way. However, from an industrialist mindset, employees having agency (that is, freedom plus responsibility) and significance in their work is not the top priority of employers—instead, they want to exert control and gain obedience, according to Godin. Godin has learned from the many experiences and jobs he's had throughout his life, including his first job as an underqualified 23-year-old in a company making computer games for kids and, more recently, as a volunteer running The Carbon Almanac. Now, he discusses some of those lessons with Brilliant Thoughts host Tristan Ahumada, as well as industrial capitalism and its connection to schooling, “page 19 thinking” and the uses of AI, as well as the necessity of understanding it before you choose to ignore it.  ---- Mentioned: Song of Increase by Jacqueline Freeman Stop Stealing Dreams by Seth Godin The Principles of Scientific Management by Frederick Taylor The E-Myth Revisited by Michael Gerber Seth Godin is a bestselling author, entrepreneur and speaker.See omnystudio.com/listener for privacy information.

In case you missed it, Tristan Ahumada had an insightful conversation with Seth Godin. This episode originally aired June 2.  When surveying 10,000 people in 90 countries for his latest book, The Song of Significance, Seth Godin found that the top response for an aspect of the best job participants had ever had was not money, which Godin says is a common assumption of bosses, but being allowed to feel challenged at work in a healthy way. However, from an industrialist mindset, employees having agency (that is, freedom plus responsibility) and significance in their work is not the top priority of employers—instead, they want to exert control and gain obedience, according to Godin. Godin has learned from the many experiences and jobs he's had throughout his life, including his first job as an underqualified 23-year-old in a company making computer games for kids and, more recently, as a volunteer running The Carbon Almanac. Now, he discusses some of those lessons with Brilliant Thoughts host Tristan Ahumada, as well as industrial capitalism and its connection to schooling, “page 19 thinking” and the uses of AI, as well as the necessity of understanding it before you choose to ignore it.  ---- Mentioned: Song of Increase by Jacqueline Freeman Stop Stealing Dreams by Seth Godin The Principles of Scientific Management by Frederick Taylor The E-Myth Revisited by Michael Gerber Seth Godin is a bestselling author, entrepreneur and speaker.See omnystudio.com/listener for privacy information.

Andy introduces you to a paper on socio technical systems and muses about how it connects to the early days of software development. This is our first try at a quick format for when one of us is away on vacation. Please, tell us what you think! A Socio-Technical Critique of Scientific Management: http://moderntimesworkplace.com/archives/ericsess/sessvol2/37TRASOC.pdf --- Send in a voice message: https://podcasters.spotify.com/pod/show/tactics-tech-leadership/message

"La gestión de riesgos y activos es el proceso de planificación, organización, dirección y control de los recursos humanos y materiales de una organización, con el fin de reducir al mínimo o aprovechar los riesgos e incertidumbres de la organización. La globalización ha supuesto que el mundo esté mucho más interrelacionado y, por tanto, más complejo. Y al aumentar la complejidad en un sistema, aumentan en él los procesos no lineales, y los fenómenos denominados "Cisnes Negros", que con una probabilidad baja de ocurrencia, generan efectos devastadores. En esta webinar estudiaremos la gestión de riesgos en entidades aseguradoras y cómo gestionarlos eficazmente." – Acerca del ponente, Daniel José María Caridad – Licenciado en ADE por CUNEF, licenciado en Ciencias Actuariales y Financieras por la Universidad Complutense de Madrid, máster en Banca y Finanzas por el Centro de Estudios Garrigues, Master executive en Finanzas Cuantitativas por AFI con beca BBVA, y doctor en Ciencias Jurídicas y Empresariales por la Universidad de Córdoba (donde obtuvo la mención de premio extraordinario). Ha equilibrado su carrera profesional en banca con la docencia. En banca ha trabajado como consultor senior de riesgos en el Grupo Santander (participando en proyectos como la compra de Abbey National Bank) y actualmente como director de proyectos en el departamento Global Risk Management en el grupo BBVA. En el área de la docencia es profesor/director en distintas universidades y escuelas de negocio como Centro de Estudios Garrigues, CUNEF, IEB, Universidad Carlos III Madrid, UNIR, Universidad de Córdoba, CEREM, EALDE y CMI. Además es autor de distintos libros relacionados con economía y estadística, así como publicaciones en distintas revistas a nivel nacional e internacional (Asocia, Universidad de Córdoba, Universidad de Ostrava, International Journal of Scientific Management and Tourisim).

Every great man has a great enemy, every great movement a great antagonist.  For "agile" that antagonist is typically attributed to Frederick Winslow Taylor, and his book Scientific Management...but SHOULD he be? This week we host a discussion between two people who actually took the time to READ the book, to try and answer the question: "Is the problem Taylorism...or how we're taught to INTERPRET it?"  Enjoy! If you enjoyed this episode, please give us a review, a rating, or leave comments on iTunes, Stitcher or your podcasting platform of choice. It really helps others find us.  Much thanks to the artist  from  who provided us our outro music free-of-charge!  If you like what you heard,     to find more music you might enjoy! If you'd like to join the discussion and share your stories,  please jump into the fray at our  We at the Agile Uprising are committed to being totally free.  However, if you'd like to contribute and help us defray hosting and production costs we do have a .  Who knows, you might even get some surprises in the mail!

You don't need a three-day offsite in the woods to improve your team's performance. It's much easier (and more effective) to bake debrief meetings into your team meeting rhythms so you can learn and grow from setbacks and successes. This episode covers an easy process you can use to start building a learning team.

When surveying 10,000 people in 90 countries for his latest book, The Song of Significance, Seth Godin found that the top response for an aspect of the best job participants had ever had was not money, which Godin says is a common assumption of bosses, but being allowed to feel challenged at work in a healthy way. However, from an industrialist mindset, employees having agency (that is, freedom plus responsibility) and significance in their work is not the top priority of employers—instead, they want to exert control and gain obedience, according to Godin. Godin has learned from the many experiences and jobs he's had throughout his life, including his first job as an underqualified 23-year-old in a company making computer games for kids and, more recently, as a volunteer running The Carbon Almanac. Now, he discusses some of those lessons with Brilliant Thoughts host Tristan Ahumada, as well as industrial capitalism and its connection to schooling, “page 19 thinking” and the uses of AI, as well as the necessity of understanding it before you choose to ignore it.  ---- Mentioned: Song of Increase by Jacqueline Freeman Stop Stealing Dreams by Seth Godin The Principles of Scientific Management by Frederick Taylor The E-Myth Revisited by Michael Gerber Seth Godin is a bestselling author, entrepreneur and speaker.See omnystudio.com/listener for privacy information.

When surveying 10,000 people in 90 countries for his latest book, The Song of Significance, Seth Godin found that the top response for an aspect of the best job participants had ever had was not money, which Godin says is a common assumption of bosses, but being allowed to feel challenged at work in a healthy way. However, from an industrialist mindset, employees having agency (that is, freedom plus responsibility) and significance in their work is not the top priority of employers—instead, they want to exert control and gain obedience, according to Godin. Godin has learned from the many experiences and jobs he's had throughout his life, including his first job as an underqualified 23-year-old in a company making computer games for kids and, more recently, as a volunteer running The Carbon Almanac. Now, he discusses some of those lessons with Brilliant Thoughts host Tristan Ahumada, as well as industrial capitalism and its connection to schooling, “page 19 thinking” and the uses of AI, as well as the necessity of understanding it before you choose to ignore it.  ---- Mentioned: Song of Increase by Jacqueline Freeman Stop Stealing Dreams by Seth Godin The Principles of Scientific Management by Frederick Taylor The E-Myth Revisited by Michael Gerber Seth Godin is a bestselling author, entrepreneur and speaker.See omnystudio.com/listener for privacy information.

When surveying 10,000 people in 90 countries for his latest book, The Song of Significance, Seth Godin found that the top response for an aspect of the best job participants had ever had was not money, which Godin says is a common assumption of bosses, but being allowed to feel challenged at work in a healthy way. However, from an industrialist mindset, employees having agency (that is, freedom plus responsibility) and significance in their work is not the top priority of employers—instead, they want to exert control and gain obedience, according to Godin. Godin has learned from the many experiences and jobs he's had throughout his life, including his first job as an underqualified 23-year-old in a company making computer games for kids and, more recently, as a volunteer running The Carbon Almanac. Now, he discusses some of those lessons with Brilliant Thoughts host Tristan Ahumada, as well as industrial capitalism and its connection to schooling, “page 19 thinking” and the uses of AI, as well as the necessity of understanding it before you choose to ignore it.  ---- Mentioned: Song of Increase by Jacqueline Freeman Stop Stealing Dreams by Seth Godin The Principles of Scientific Management by Frederick Taylor The E-Myth Revisited by Michael Gerber Seth Godin is a bestselling author, entrepreneur and speaker.See omnystudio.com/listener for privacy information.

When you hear the word "productivity," you might think of getting as much done as possible in the least amount of time. Is this really the best way to work though? Grinding away at an endless list approach really the most effective way to work? I don't think it is and I don't think you do either. There's a better way, it's called being effective and I think it's worth better understanding the differences between productivity and effectiveness. Resources: Frederick Taylor and Scientific Management - Understanding Taylorism and Early Management Theory (mindtools.com) Criticism of Scientific Management (managementstudyguide.com)

In dealing with a global community of thousands—and hundreds of thousands who have read my books—I'm able to keep my finger on the pulse of the profession and its clients. I'm sharing in this podcast some of the repetitive discussions and challenges that are extant internationally. For example, “remote” now rules. It's often the default interaction, and often represents more value, not less. (A huge amount of time and money are saved.) However, leaders are not sure how to deal with combinations of remote, onsite, and hybrid employees. They are frustrated that they're not getting their “40 hours” of productivity from them, when, in fact, even employees in the office physically are not providing 40 hours of productivity! This goes back to “Scientific Management” and Frederick Winslow Taylor in the early 20th Century, the first time-and-motion consultant. The problem is that he fudged his numbers and never factored in fatigue and boredom. Supply chains are changing, but they're changing from global (do we really want to rely on China for chips or Russia for gas) to regional supply chains. Hence, the US, as an example, is building chip plants. And we see new alliances forming that once were almost unthinkable—Finland joining NATO, Japan and South Korea cooperating and the former settling WW II claims from the latter. The old retirement rules are artifacts. The French are crazily protesting an increase in the retirement age to 64 or 65 in the face of morbidity outpacing fertility and restrictions about immigration. The entire First World, including China, is facing severe labor shortages. (The US desperately needs pilots, yet the government mandates 65 as the retirement age. Government stupidity at its worst.) I'm 77, it's a good thing they don't have the power (yet) to mandate that I retire!

In the midst of the Great Depression, cereal manufacturer Kellogg's switched to a shorter, six-hour day. This continued a trend that seemed inevitable: people would work less and less. But economic policies, management strategies, and cultural attitudes changed. The story of the rise and fall of Kellogg's six-hour day is a microcosm of these changes, as well as of our attitudes about the roles of money, leisure, work, and women and men. In the book, Kellogg's 6-Hour Day, historian Benjamin Kline Hunnicutt shares his findings in studying Kellogg's shorter workday. His main sources of information were 434 interviews conducted by the Women's Bureau of the Department of Labor, 124 interviews he himself conducted of workers, and 241 responses to a survey he had sent. What follows is a summary of the story, and Hunnicutt's findings. Kellogg's switched to a 6-hour day to create jobs During the Great Depression, American businesses took on a policy of “work sharing.” The idea was that fewer would be unemployed if everyone shared jobs – more workers, working fewer hours. So, on December 1, 1930, W. K. Kellogg changed most departments in Kellogg's Battle Creek, Michigan plant from three eight-hour shifts to four six-hour shifts. A shorter workday had seemed inevitable This continued a decades-long trend of shorter working hours. Labor activist William Heighton had written in 1827 that the workday should be reduced from twelve hours to ten, eight, and so on, “until the development and progress of science have reduced human labour to its lowest terms.” John Stuart Mill had written in 1848 about his vision for a “Stationary State”: After necessities were met, people would seek progress in mental, moral, and social realms. John Maynard Keynes would predict in the same year Kellogg's switched to six hours, 1930, that we'd have a fifteen-hour work week by 2030. George Bernard Shaw and Julian Juxley had predicted a maximum two-hour workday by the end of the 1900s. Other businesses shortened their workdays, too Other businesses followed Kellogg's' lead. A survey by the Industrial Conference Board in 1931 estimated 50% of American businesses had shortened hours to save jobs. President Herbert Hoover was considering making a 6-hour day a national policy. In the 1932 presidential campaign, both major parties were advocating shorter hours. The 6-hour day was the hot business topic Not only did the six-hour day help create jobs, it seemed for a while like it was a better business policy. Forbes called it “the topic of discussion in the business world.” Business Week concluded it was profitable. The New York Times called it “a complete success.” Factory and Industrial Management magazine called the six-hour day, the “biggest piece of industrial news since Ford announced his five-dollar-a-day policy.” At Kellogg's, 15% more shredded wheat cases were being packed per hour. Profits had doubled in 1931, versus three years prior. After five years with the six-hour day, overhead costs had been reduced 25%, labor costs 10%, with 41% fewer accidents. W. K. Kellogg said, “We can afford to pay as much for six hours as we formerly paid for eight.” (That should be taken with a grain of salt. W. K. Kellogg took pride in crafting a public image as a “welfare capitalist,” as evinced by the full-page newspaper ads he took out, boasting how Kellogg's had done its part. In reality, nearly half of workers later surveyed recalled that their wages were reduced.) Kellogg's returned to an 8-hour day for WWII In 1943, President Franklin D. Roosevelt signed an executive order to direct the maximum amount of manpower toward supporting the country's fight in WWII. Kellogg's responded in kind by temporarily returning to eight-hour shifts. A rift formed between Kellogg's management and the labor union This was actually an opportunity the company had been looking for. Kellogg's management and that at other companies were beginning to resent the six-hour day, and workers were becoming divided over whether they wanted a shorter workday, or more pay. In 1936, the National Council of Grain Producers had started a union chapter in Kellogg's Battle Creek headquarters. W. K. Kellogg had been proud to pay what he considered the best hourly wages in town. During the first meeting with union officers, he wept, and kept saying, “If only they had come to me, I would have given them what they wanted.” The union got an inch, and wanted a mile After this point, the relationship between Kellogg's workers and management became adversarial. W. K. had left in 1937, after the union came in, and at that point the union leaders had been pushing to not only have a six-hour day, in which they could earn a bonus based upon productivity, but they had also wanted time-and-a-half pay for working more than six hours in a day. Hunnicutt wrote, “More than any other union demand, this position would come to haunt Kellogg workers.” Demanding overtime pay on a six-hour day helped turn management against the shorter workday, and create a rift between workers who wanted higher wages, and workers who wanted shorter hours. In the larger relationship between management and labor, the American Federation of Labor introduced a bill in congress, prohibiting goods produced by workers working more than thirty hours a week from being traded across state lines. Hunnicutt cites this as having shifted the business world's stance on shorter hours from support to opposition. Shorter hours became exploitation, longer hours a reward In 1938, Kellogg's management deepened the divide between six-hour and eight-hour workers by proposing they be allowed to schedule 40-hour weeks during periods of heavy production. Overtime became available instead of a productivity bonus. Senior workers had priority access to overtime, and so they lost interest in the productivity bonus. So in the early 1940s, before the war, worker opinions were shifting to view shorter hours not as a benefit, but as instead an exploitation of workers – making them bear the brunt of fighting unemployment. And Kellogg's was actively campaigning against shorter days, asking workers to consider how much more they would make working eight hours. Human Relations Management saw work as life's center Meanwhile, the business world was shifting from a Scientific Management philosophy to a Human Relations Management philosophy. Scientific Management practitioners were obsessed with efficiency, but Human Relations Management practitioners were more interested in imbuing work with joy and meaning – making work its own reward. The Human Relations Management school envisioned that as work brought satisfaction, engineers and scientists would lead society into an orderly world, where desires met obligations, consumption met production, and work and leisure merged. According to Humans Relations Management, time away from work and consumption was a relic of an illogical past. Instead of work becoming obsolete, giving way to more freedom, work would become the center of life, and help us ascend Maslow's hierarchy. Fewer workers wanted to return to 6 hours After the war, many departments returned to six-hour shifts, but six-hour workers slowly lost their beloved shorter shifts over the following decades. Central to this struggle was how workers viewed leisure. Kellogg's workers had previously voted to essentially “buy” shorter working hours, being paid less overall, in exchange for more leisure time. Employees used their time to improve their homes, go hunting, grow and can food in their gardens, and spend time volunteering in their communities. But slowly, workers became less interested in having time away from work. Leisure was outsourced to mass media One explanation from a worker Hunnicutt interviewed was, people were now outsourcing all things they used to spend time on. One place they were outsourcing to was mass media. Sports had been such serious business amongst Kellogg's employees, they had hired “semi-pro” softball or basketball players to play on the teams. But why watch the company team play, when you can watch pros on television? One former six-hour worker bemoaned that even conversation had been outsourced – to radio, or television talk-show hosts. Shorter hours became seen as weak and feminine The question, Six hours or eight? became a gender issue. Early on, both men and women were interested in six-hour shifts. Three-fourths of men voted for six-hour shifts in 1937, but half of men were working eight hours by 1947. The six-hour departments began to be referred to as “girls' departments,” doing “women's work.” Management also assigned sick and disabled employees to the six-hour departments. Men who chose to work six-hours were labeled “sissies,” “lazy,” or “weird.” Men saw work, not leisure, as a source of control and identity Hunnicutt's interpretation was that men were increasingly seeing work as a place for control and identity – that many hadn't known what to do with themselves after their shorter shifts. They didn't like spending more time at home and being assigned chores by their wives, or hearing what they considered gossip. As a result, men placed more importance on working longer hours – or at least appearing to. Hunnicutt said men he interviewed commonly claimed to have gotten second jobs while they were working six hours. How often is “commonly”?, he doesn't say, but he points out only 35% ever did get second jobs. Men felt they “had to” work long hours This attitude, which we might today call “toxic masculinity,” extended into attitudes about leisure. When asked why they preferred longer hours, men spoke of necessity, and used dramatic language, saying they had to “keep the wolf from the door,” “feed the family,” and “put bread on the table.” When Hunnicutt pointed out to men who had been working in the 1950s that workers in the Great Depression had been willing to take pay cuts to have more free time, he says they got defensive, lectured him on “the facts of life economically,” called six-hours “nonsense” or a “pipe dream,” or dismissed the question as silly. While Hunnicutt's conclusions here are plausible, it seemed like he really wanted it to be true, and didn't present men's attitudes scientifically. There's no mention of what earnings were relative to cost-of-living, and no acknowledgement of what these men's roles might have been, truthfully, in the economics of their homes. There's not even a mention of how throwing thousands of young men into the meat grinder that was WWII, tasked with saving the world, might have affected their own perceptions of what was expected of them. Though he did present a story of one man who had found that the extra money he made going back to eight hours was due to his ex-wife, as alimony. A shorter workday became “a sexist ploy” In the 1970s, Kellogg's women worked with a local women's-rights group, who presented the case that six-hour shifts were a sexist ploy meant to subjugate women. They demanded management “allow” women to have “full-time” jobs. Kellogg's posted notices in the plant claiming that to make pay “comparable,” they were opening up eight-hour departments to women. In doing so, they skirted the issue: The activists had wanted not just comparable hours, but comparable hourly pay. The 6-hour mavericks held on Workers who stuck with the six-hour shift – who Hunnicutt calls “six-hour mavericks” – were about a quarter of the Kellogg's workforce from 1957, into the 1980s. The union worked according to a department-by-department vote on the length of the day, so long as the six-hour workers didn't interfere with the union majority's strategy to try to get higher wages and more benefits. With longer hours, efficiency fell by the wayside Overtime had previously been thought of as a penalty to the company for being understaffed, but it became a way for workers to earn more money while the company's staffing requirements remained flexible. According to Hunnicutt, with overtime instead of productivity bonuses, workers were less-motivated and careful. The company had to resort to being more controlling, motivating workers with fines, threats, and firings. The death of the 6-hour shift The increased benefits the union had fought for over the years may have worked against the six-hour shift. The final nail in the coffin was driven in 1984, when Kellogg's threatened to relocate if workers didn't vote to abandon the six-hour shift. So the six-hour workers gave in and voted to give it up. Some retired, some worked eight hours, but the coffin in which this nail was driven was both figurative and literal. The six-hour workers held a “funeral,” building a full-sized cardboard coffin, painted black, placed on the workroom floor, a cut-out skeleton placed inside. Thus reversed a trend that had held on for over 150 years. The idea of less work and more leisure gave way to a stable amount of work, and more consumption. It's tempting to blame the death of the 6-hour shift on one of many juicy narratives. You could say people forgot how to spend their leisure time. You could say people were overly-materialistic, and wanted more money, instead of time. You could say toxic masculinity and a patriarchal society tipped the scales so those who wanted to work shorter hours were no longer in the majority. You could say the unions got too demanding and sabotaged the long-fought battle for a shorter working day. All these are probably true to an extent. Ultimately, businesses want to, need to, maximize profit. They have to offer benefits to employees to stay competitive. To offer those benefits profitably, they need more work from fewer workers. If you believe the efficient-market hypothesis, if a shorter workday were indeed more profitable, some business would beat its competitors by offering one, and other businesses would follow suit. So far, that hasn't happened. If, as I believe, creativity becomes more important, productivity will be about [Mind Management, Not Time Management, and a more-relaxed work schedule will be embraced. But probably not for boxing corn flakes. There's your summary of Kellogg's 6-Hour Day This episode is essentially a summary of the book, Kellogg's 6-Hour Day, by Benjamin Kline Hunnicutt. The book is very dense and written in an academic style, so I can't recommend it unless you really want to dig deep into questions about work and leisure. It's a provocative story that makes you wonder if we could be living in a world where a 6-hour day is standard. But it sounds like it wasn't even close. About Your Host, David Kadavy David Kadavy is author of Mind Management, Not Time Management, The Heart to Start and Design for Hackers. Through the Love Your Work podcast, his Love Mondays newsletter, and self-publishing coaching David helps you make it as a creative. Follow David on: Twitter Instagram Facebook YouTube Subscribe to Love Your Work Apple Podcasts Overcast Spotify Stitcher YouTube RSS Email Support the show on Patreon Put your money where your mind is. Patreon lets you support independent creators like me. Support now on Patreon »       Show notes: https://kadavy.net/blog/posts/kelloggs-6-hour-day/

In this episode, I am joined by a very special guest, Christine Li, for a conversation I have been waiting to record for quite a while now. Backstory I am closing in on 30 years of work in Project Management and for most of that time, I, like many of you, have been talking smack about Frederick Taylor. My opinions were based on the things I learned from others along the way and were (obviously) deeply informed by moving from traditional PM over to Agile. As far as I was concerned, this guy was the birth of work misery. But over the past few years, I've started to develop this weird compulsion to stick up for the good bits that came out of his work. I mean, literally, no one working in project management or agile would have a job without this guy. You can also make an argument that without him the United States never would have made it through WWII. Even though I was willing to have Taylor's back in an argument, there was one thing missing… I had never actually read his work. CUE ALL THE PM SHAME! So I did. I read The Principles of Scientific Management. And, to my shock, not only was it easy to read, but it was fun to read how this guy figured out the things he figured out. Yes, there are a few critical issues with his approach (and they are big issues), but there is a TON of good stuff in there that we all ignore because he's such an easy target. (And I really want to go back in time and get hired as SPEED BOSS) After reading it, I was at a lunch and happened to mention my newfound Taylor Fanboy-ness and Christine Li showed up like Yoda, deep with the PM history geek. She took me to school and that is where this conversation starts. My hope is that even if you think Frederick Taylor is the Sauron of Project Management, you'll give this a listen. Maybe it will challenge your understanding of him and his work. Maybe it will (I hope) entice you to read his work. And even if you've read his work and can see the good in it, the things Christine shares will level up your understanding as well. I am very grateful to her for making time for this. It was a really fun conversation. For Further Reading The Principles of Scientific Management by Frederick Taylor bit.ly/3H8XtPG Scientific Management; a History and Criticism by Horace Drury https://bit.ly/3QFhEIr Contacting Christine Web: https://www.sparkplugagility.com Email: christine@sparkplugagility.com

Benchmarking is the comparing of your organization to others to measure your performance and possibly identify areas for improvement. It has been common practice since the early 1900s. Frederick Taylor, an American mechanical engineer, is credited with coining the term “benchmarking” in his book, The Principles of Scientific Management. Benchmarking enables continuous learning and improvement […]

I originally discussed Gantt charts back in episode 62, but I found more history behind them while researching Scientific Management and Taylorism for episode 156. I originally thought to include this additional history in that episode, but it felt out of place - thus this separate episode to revisit Gantt charts. ----- Find this episodes show notes at: https://red-folder.com/podcasts/159 Have an idea for an episode topic, or want to see what is coming up: https://red-folder.com/podcasts/roadmap

Matt, Rudy, and Amelia sit down for a critical discussion about contemporary scientific management practices and frameworks, ranging from Lean, the Theory of Constraints, Improvement Kata to safety culture. Drawing on The Goal by E. M. Goldratt, Toyota Kata by Mike Rother, The Phoenix Project by Gene Kim et al., and other works, they explore what socialists can learn from scientific management to apply in their organizations and in economic planning. They also discuss critiques of scientific management by associates of the Monthly Review School including Harry Braverman and Michael D Yates, explore how J Sakai's idea of organizational Kata and security culture fits in with Toyota's Katas, and finish with the connections between the theories behind Lean/ToC and ecological theory and economic planning. 

Episode 112:This week we're continuing Russia in Revolution An Empire in Crisis 1890 - 1928 by S. A. Smith[Part 1]Introduction[Part 2-5]1. Roots of Revolution, 1880s–1905[Part 6-8]2. From Reform to War, 1906-1917[Part 9-12]3. From February to October 1917[Part 13 - 17]4. Civil War and Bolshevik Power[Part 18 - 22]5. War Communism[Part 23]6. The New Economic Policy: Politics and the EconomyNew Economic Policy and Agriculture[Part 24 - This Week]6. The New Economic Policy: Politics and the EconomyNew Economic Policy and Industry - 0:31New Economic Policy and Labour - 15:14[Part 25 - 26?]6. The New Economic Policy: Politics and the Economy[Part 27 - 30?]7. The New Economic Policy: Society and Culture[Part 31?]ConclusionFootnotes:22) 3:30R. W. Davies, ‘Introduction', in Davies (ed.), From Tsarism, 13.23) 4:09Davies, ‘Introduction', in Davies (ed.), From Tsarism, 5.24) 4:45M. M. Gorinov, ‘Sovetskaia istoriia 1920–30-kh godov: ot mifov k real'nosti', in Istoricheskie issledovaniia v Rossii: Tendentsii poslednikh let (Moscow: AIRO-XX, 1996).25) 5:09Mark Harrison, ‘National Income', in and Davies et al. (eds), Economic Transformation, 38–56, 42.26) 7:43Lewis Siegelbaum, Soviet State and Society between Revolutions, 1918–29 (Cambridge: Cambridge University Press, 1992), 110.27) 9:45Cited in Steve Smith, ‘Taylorism Rules OK? Bolshevism, Taylorism and the Technical Intelligentsia: The Soviet Union, 1917–41', Radical Science Journal, 13 (1983), 3–27; Mark R. Beissinger, Scientific Management, Socialist Discipline and Soviet Power (London: I. B. Tauris, 1988).28) 11:34Diane P. Koenker, ‘Factory Tales: Narratives of Industrial Relations in the Transition to NEP', Russian Review, 55:3 (1996), 384–411 (386).29) 12:16Golos naroda, 214.30) 13:07Olga Velikanova, Popular Perceptions of Soviet Politics in the 1920s (Basingstoke: Palgrave, 2013), 13.31) 13:59Chris Ward, Russia's Cotton Workers and the New Economic Policy: Shop-Floor Culture and State Policy, 1921–29 (Cambridge: Cambridge University Press, 1990).32) 14:50Davies (ed.), From Tsarism, 186.33) 15:11Siegelbaum, Soviet State, 204.34) 15:47L. S. Gaponenko, Vedushchaia rol' rabochego klassa v rekonstruktsii promyshlennosti SSSR (Moscow: Akademiia obshchestvennykh nauk, 1973), 88.35) 16:00J. D. Barber and R. W. Davies, ‘Employment and Industrial Labour', in Davies et al. (eds), Economic Transformation, 81–105 (84).36) 16:16Daniel Orlovsky, ‘The Hidden Class: White-Collar Workers in the Soviet 1920s', in Lewis H. Siegelbaum and Ronald G. Suny (eds), Making Workers Soviet: Power, Class and Identity (Ithaca, NY: Cornell University Press, 1994), 220–52 (228).37) 16:49Shkaratan, Problemy, 269.38) 17:53Siegelbaum, Soviet State, 136.39) 18:29Wendy Goldman, Women at the Gates: Gender and Industry in Stalin's Russia (Cambridge: Cambridge University Press, 2002), 12.40) 20:19Barber and Davies, ‘Employment', in Davies et al. (eds), Economic Transformation, 84.41) 20:38Siegelbaum, Soviet State, 205.42) 21:56Diane P. Koenker, ‘Men against Women on the Shop Floor in Early Soviet Russia: Gender and Class in the Socialist Workplace', American Historical Review, 100:5 (1995), 1438–64 (1458).43) 22:44Rebecca Spagnolo, ‘Serving the Household, Asserting the Self: Urban Domestic Servant Activism, 1900–1917', in Christine D. Worobec (ed.), The Human Tradition in Imperial Russia (Lanham, MD: Rowman & Littlefield, 2009), 141–54 (143).44) 23:33Rebecca Spagnolo, ‘Service, Space and the Urban Domestic in 1920s Russia', in Christina Kiaer and Eric Naiman (eds), Everyday Life in Early Soviet Russia: Taking the Revolution Inside (Bloomington: Indiana University Press, 2006), 230–55.45) 24:29Liutov, Obrechennaia reforma, 106.46) 24:51Siegelbaum, Soviet State, 203.47) 26:10Andrew Pospielovsky, ‘Strikes during the NEP', Revolutionary Russia, 10:1 (1997), 1–34 (16).48) 26:49Kir'ianov, Rosenberg, and Sakharov (eds), Trudovye konflikty, 23.49) 28:03Liutov, Obrechennaia reforma, 124.50) 30:02A. Iu. Livshin, Obshchestvennye nastroeniia v Sovetskoi Rossii, 1917–1929gg. (Moscow: Universitetskii gumanitarnyi litsei, 2004); L. N. Liutov, ‘Nastroeniia rabochikh provintsii v gody nepa', Rossiiskaia istoriia, 4 (2007), 65–74.51) 30:55Vladimir Brovkin, Russia after Lenin: Politics, Culture and Society (London: Routledge, 1998), 186.52) 31:26Gimpel'son, Formirovanie, 168.53) 32:24Liutov, Obrechennaia reforma, 133.

In 1878, a machinist at a Pennsylvania steelworks noticed that his crew was producing much less than he thought they could. With stopwatches and time-motion studies, Frederick Winslow Taylor ran experiments to find the optimal way to make the most steel with lower labor costs. It was the birth of a management theory, called scientific management or Taylorism. Critics said Taylor's drive for industrial efficiency depleted workers physically and emotionally. Resentful laborers walked off the job. The U.S. Congress held hearings on it. Still, scientific management was the dominant management theory 100 years ago in October of 1922, when Harvard Business Review was founded. It spread around the world, fueled the rise of big business, and helped decide World War II. And today it is baked into workplaces, from call centers to restaurant kitchens, gig worker algorithms, and offices. Although few modern workers would recognize Taylorism, and few employers would admit to it. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR's first 100 years, such as disruptive innovation, shareholder value, and emotional intelligence. Discussing scientific management with HBR senior editor Curt Nickisch are: Nancy Koehn, historian at Harvard Business School Michela Giorcelli, economic historian at UCLA Louis Hyman, work and labor historian at Cornell University Further reading: Book: The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency, by Robert Kanigel Case Study: Mass Production and the Beginnings of Scientific Management, by Thomas K. McCraw Oxford Review: The origin and development of firm management, by Michela Giorcelli

  #97 Time management was never designed to give you freedom. Time management was designed to control you...not for you to control your time. Stop managing time. Start prioritizing attention. Read while you listen! There are many sources and quotes on this podcast. Richie Norton included a bonus chapter for you to review additional sources cited and/or for context for your research and bibliographic enjoyment. You can read along and follow the sources by grabbing the bonus chapter to Richie's new book Anti-Time Management at www.richienorton.com/time.   This podcast is a keystone, flagship, deep dive into the history of Frederick Winslow Taylor, the Founder of Scientific Management, Time Management, Time and Motion Study and more. The historical nature of this content is intentionally shared through the lens of 21st century social and technological shifts. This powerful podcast demonstrates how time management is a painful path to strive for meaningful work because it was not a tool designed for that (and what to do about it).   BONUS CHAPTER TO ANTI-TIME MANAGEMENT   The Fall of Time Management, The Rise of Anti-Time Management—On Taylorism: A History of Time Management and Frederick Winslow Taylor, Founder of Scientific Management   Go to www.richienorton.com/time and grab this bonus chapter.   Building upon the concepts introduced in Anti-Time Management, Richie Norton shares the principles that got us to where we are, the consequences and what to do now to make choices that actively free up your time now and in the future.   MORE RESOURCES   Download your free Time Tipping Toolbox to move from distraction to action, prioritize attention, and reclaim your life in ninety days. The 90-Day Challenge leads you step-by-step, day-by-day, by project, to help you bring about the lifetime experiences you've been waiting a lifetime to live.   For ongoing tools, worksheets, and strategies to integrate your Time Tipping practice provided by Anti-Time Management go to: RichieNorton.com/Time.   Want to continue the conversation? Join us!   RICHIE NORTON'S ANTI-TIME MANAGEMENT COMMUNITY: www.facebook.com/groups/antitimemanagement   RICHIE NORTON WEBSITE: http://www.richienorton.com/   RICHIE NORTON SOCIAL:   INSTAGRAM: https://www.instagram.com/richie_norton LINKEDIN: http://www.linkedin.com/in/richardnorton FB: https://www.facebook.com/richienorton TWITTER: http://www.twitter.com/richienorton

Welcome to the dehumanizing world of scientific management, where business gurus and middle managers view workers as resources, and where a cult-like devotion to productivity has invaded almost all facets of daily life. From fairy tales about strapping steel workers who put CrossFit champions to shame, to the plight of Amazon warehouse workers who can't even get a bathroom break, we've got stories that expose the dark side of the efficiency fetish. Grab your stopwatch and a pee bottle so you can listen to this episode as efficiently as possible! For episode notes and more information, please visit our website.Support the show

Donna McGeorge shares how you can take back your time and maximize your productivity—all while doing less. — YOU'LL LEARN — 1) Why less is often more for productivity 2) The one meeting you should always schedule 3) How to feel more energized throughout the day Subscribe or visit AwesomeAtYourJob.com/ep762 for clickable versions of the links below. — ABOUT DONNA — Donna is a passionate productivity coach with modern time management strategies designed to enhance the amount of time we spend in our workplace. With more than 20 years of experience working with managers and leaders throughout Australia and Asia-Pacific, Donna delivers practical skills, training, workshops, and facilitation to corporations—such as Nissan Motor Company, Jetstar, Medibank Private, and Ford Motor Company—so they learn to manage their people well and produce great performance and results. As a captivating, upbeat, and engaging resource on time management and productivity, Donna has been featured on The Today Show, on radio interviews across Australia, and has written for publications including The Age, Boss Magazine, Smart Company, B&T Magazine, and HRM. • Book: The 1 Day Refund: Take Back Time, Spend it Wisely • Website: DonnaMcGeorge.com • Website: TheProductivityCoach.com.au — RESOURCES MENTIONED IN THE SHOW — • Book: The Principles of Scientific Management by Frederick Winslow Taylor • Book: The Game Changer: How to Use the Science of Motivation With the Power of Game Design to Shift Behaviour, Shape Culture and Make Clever Happen by Jason Fox • Book: Think Like a Rocket Scientist: Simple Strategies You Can Use to Make Giant Leaps in Work and Life by Ozan Varol • Book: The Stand by Stephen King • Book: On Writing: A Memoir Of The Craft (A Memoir of the Craft) by Stephen King • Figure: David Allen • Figure: Francesco Cirillo See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Did you know that over half of doctors leverage the placebo effect in treating patients? Placebo can be a powerful tool in medical practice—and in clinical research.Veeru Goli, MD, Vice President, Medical and Scientific Management, Syneos Health, unpacks the case for use of placebo in clinical treatment, and if applied properly, how the placebo effect can help in clinical trials.If you want access to more future-focused, actionable insights to help biopharmaceutical companies better execute and succeed in a constantly evolving environment, visit the Syneos Health Insights Hub. The perspectives you'll find there are driven by dynamic research and crafted by subject matter experts focused on real answers to help guide decision making and investment. You can find it all at insightshub.health.Like what you're hearing?  Be sure to rate and review us!  We want to hear from you!  If there's a topic you'd like us to cover on a future episode, contact us at podcast@syneoshealth.com.

This episode of the Agile Podcast is all about Frederick Winslow Taylor and his invention: Scientific Management. The father of Management Consulting, Taylor wrote a book called the Principles of Scientific Management which became (in our opinion) the cornerstone of management theory for the majority of the post-Industrial era into the current day.Join Brian Orlando and Om Patel, with special guest  Alfonso Guerra, as we delve into the world of Taylorism!0:00 Intro & Taylor's History4:32 First, Some Context7:16 Opening Thesis10:00 Scientific Management, Process Overview11:22 Taylor's Biggest Problem: Soldiering17:27 Management in Scientific Management20:03 Relevance to Software Development23:26 Back to the Point28:19 Midvale Steel and Background Affinity33:29 Three Years Later... (Parallels in Change Management)35:51 Jumping Ahead (Future Podcasts)38:02 Results of Three Years of Experiments41:38 Who Plans the Work44:59 Collaboration is an Assumed Proficiency51:25 Poaching Workers54:01 The Price of Waste57:06 Finding New Methods of Working1:03:50 Skipping the Ball Bearing Example1:05:16 Problems with Profit Sharing1:08:26 Assumptions on Human Nature1:12:40 Supporting Silos1:17:53 Learning New Skills (Side-Track)1:23:23 Management Roles in Scientific Management1:25:44 Modern HR1:29:49 The Villain, Henry Gantt1:34:03 Jumping Ahead in Podcasts1:35:12 The Disciplinarian, HR and Finance1:40:01 The Need for the Disciplinarian1:43:19 Not-Agile Transformation1:46:45 Taylor's Warnings on Misapplications1:49:23 Good and Bad Workplaces1:51:08 The Taylor Manifesto1:54:03 Quality, Effectiveness, and Taylorism1:55:55 Scientific Management and Knowledge Work1:59:04 Looking at Taylorism with a Modern Lens2:03:24 Brian's Thoughts...2:05:02 Om's Thoughts...2:07:32 Alfonso's Thoughts...2:10:42 Overall Summary2:15:01 Bad Education, Bad Management, and Bad Metrics2:19:53 Wrap-Up2:22:00 Thanks for Listening!= = = = = = = = = = = = Watch on YouTube with quotes from the book:https://youtu.be/hIkNXGHY4kcPlease Subscribe to our YouTube Channel:https://www.youtube.com/channel/UC8XUSoJPxGPI8EtuUAHOb6g?sub_confirmation=1= = = = = = = = = = = = Apple Podcasts:https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy5idXp6c3Byb3V0LmNvbS8xNzgxMzE5LnJzcwSpotify:https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Amazon Music:https://music.amazon.com/podcasts/ee3506fc-38f2-46d1-a301-79681c55ed82/Agile-PodcastStitcher:https://www.stitcher.com/show/agile-podcast-2= = = = = = = = = = = = AP52 - Taylorism: The Principles of Scientific Management

Episode: 2753 Henry Laurence Gantt.  Today, we chart new territory.

We love science here at the Wholesome Show, but what if you used science to make a workplace more efficient? Would you be a good person? Or is that dangerous? Will tells Rod the story of Taylorism, or Scientific Management! The Wholesome Show is Dr Will Grant and Dr Rod Lamberts, proudly brought to you by The Australian National Centre for the Public Awareness of Science!

This week, Dan Neumann is joined by two Agile colleagues, Sam Falco and M.C. Moore. In today's episode, they are taking a little trip back in time to explore the impact Frederick Winslow Taylor had on modern work. Taylor has been called the father of Scientific Management and his thinking pervades the way teams work today.   In this episode, the book The Principles of Scientific Management and its principles are explored in comparison to the Agile modern ways. You will hear about effectiveness, interactions, trust, productivity, creativity, and accountability, among other valuable concepts that today are seen and approached in significantly different manners as a result of the evolution and progress in this field.   Key Takeaways The Principles of Scientific Management was written by Frederick Winslow Taylor and published in 1911 Taylor had a special disdain for working people that showed in his writings. How is Taylorism showing up today in modern management?  Overemphasizing Agile metrics The use of certain nomenclature Work smarter and harder. Productivity depends on the company to manage not the people who are actually doing the work. What motivates people? The ability to be autonomous about the work To have mastery and purpose Give people the goal and let them figure out the “how.” Trust in workers is crucial and they need to be motivated by their managers; if they receive fulfilling work to do they will have the way to get it done Agility vs. Taylorism Agile considers interactions more important than processes and tools, while in Taylorism the system is all that matters and must be first. M.C. More shares a real Agile example where an individual was very motivated to grow and expand in a company that didn't offer an opportunity for that at that point, so instead of letting him leave, the organization created a new space for that worker to thrive. Decentralizing decision-making down to the level of the Agile Team is a break away from Scientific Management. Taylorism wants to separate people from decision-making as much as possible, exactly the opposite of what Agile teams aim for. Companies are supposed to attack the system when it is broken, not to try to manage the individuals. It is really hard to be creative when you are being micromanaged. Taylorism uses results for accountability while in an Agile team everyone is holding each other accountable for the work as one of the Agile principles says: Build projects around motivated individuals, give them the environment, support their needs, and trust them to get the job done. How does an Agile Team manage innovation and new ideas? The biggest challenge in knowledge work is that you are doing something that has never been done before New good ideas should diffuse across the team; that does not mean everyone should be doing the same but they should try them and see if they make sense with each team's local context.   Mentioned in this Episode: The Principles of Scientific Management, by Frederick Winslow Taylor Drive: The Surprising Truth About What Motivates Us, by Daniel Pink Humanocracy: Creating Organizations as Amazing as the People Inside Them, by Gary Hamel and Michele Zanini Project Gutenberg: Books by Frederick Winslow Taylor   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Episode: 2686 The Story of Frank and Lillian Moller Gilbreth.  Today, cheaper by the dozen.

This week on Sunday Letters, I’m bringing you the fourth in a series of essays on the art of ethical leadership. Over the course of the series, we’ll cover the paradox of success, Machiavellianism, inauthentic leadership, and new Capitalism, amongst other topics, in an effort to show an all too prominent flaw in the human character. These essays previously lived on The Lead, a publication that I started on a whim a few months ago that is now moving here to Sunday Letters. I hope you’ll enjoy these essays and the perspectives they represent. They are, in large part, my personal philosophy on how to live and work successfully with others. I hope you enjoy them.Prelude | Part 1 | Part 2 | Part 3I was chatting to my Dad recently about work, particularly about his forty years of management in the construction industry. He was in his prime in the 70s and 80s, a period of distinct depression and widespread poverty in Ireland. The country had only recently joined the EU (the EEC as it was known), infrastructure was non-existent, and unemployment was in the high-teens. Prospects weren’t good for skilled workers, so many families emigrated to the US, Canada, or Australia. My parents realised this, and when an opportunity to manage a project in Doha, Qatar, came my Dad’s way in 1978, they packed up the family, and we headed east. A year later, we returned to Ireland with economic conditions much the same. The construction game was still as cut-throat, and workers were as disposable as ever. However, even in the midst of this, my Dad held to particular values that were unique for his time.He had a good way with blokes, the workers, the men who put everything together. He spoke their language and related to their circumstances. He understood the on-the-ground experience that every manual worker endures, and he fought, albeit subtly, for their interests. I say endures because the construction game is an assault on the person. This is true even taking into account today’s improved working conditions. The work is adversarial, and even though surface optics attempt to convince us otherwise, every worker and manager knows that it’s all a stage performance. Building sites are dirty, noisy, dangerous places where before the advent of health and safety standards, men would literally risk their lives daily to earn a crust. Arguably, they still do. It was only with the arrival of multinational corporations to Ireland that standards improved. I have little time for corporates, but that’s one good thing that they brought.My father’s role was to manage projects and get them done on time and within budget. But rather than taking a hard-line autocratic approach which was all too common at the time, he was a diplomat. He inherently knew the game, working with blokes, connecting with them, and forming a bond. But not in a disingenuous way; after all, he was one of them. As such, he garnered widespread respect despite being responsible for letting lads go as projects came to a close. He had a sharp edge, too, often telling workers as he fired them, “now, I’m not sacking you; you’re sacking yourself.” Afterwards, they’d buy him pints and thank him for the opportunity. To him, lads were not merely resources to get a job done; they were human beings like him. But not everyone saw it that way.“Work is about a search for daily meaning as well as daily bread, for recognition as well as cash, for astonishment rather than torpor; in short, for a sort of life rather than a Monday through Friday sort of dying”-Studds Terkel | Author & BroadcasterAs he reminisced with me about the “good old days”, he told me of the challenge of weekly in-house labour meetings. “The language was poisonous,” he said. “They had no relationship with the men and rarely knew them personally. Yet, they held firm opinions on whether these men should be kept on or sacked. It was often outright character assassination. These were guys I worked with and who performed for me year-in, year-out, and management wanted to get rid of them. They simply didn’t understand how things worked on the ground.” When labour strikes hit in the 70s, he found himself on the picket lines with the men and in conflict with senior management. My mother scolded him for not putting his career first. His employers didn’t understand that they needed to be on the workers’ side so that the workers would be on their side when it mattered. My mother didn’t understand that there was more to my father than the pursuit of career advancement.The construction industry is dog-eat-dog and is matched for its intensity in many other workplaces. The nature of the relationship between managers and staff on the ground is hierarchical and antagonistic. It may be cooperative, but only under threat of reprimand, loss of wages, or, indeed, one’s job. Workers are often not allowed to think critically, and as much as we’d like to think leadership in organisations has changed for the better, I’d argue it has not. Even where the outward behaviour and attitudes have become more palatable and politically correct, the underlying premises remain unchanged. Do what you’re told, and don’t question the status quo. Adopt the persona, fulfil the role, and follow the protocols to the letter; that’s how you get ahead.The predominant leadership and management system is not actively challenged but is rather one of momentum. Yes, I know HBR, McKinsey, and a host of business & management publications have extolled the virtues of Transformational Leadership perhaps for decades. Still, the fact is that F.W. Taylor’s Scientific Management remains dominant in the psyche of workplace management and leadership. It’s us versus them. Corporations want productivity – that’s the bottom line - and they are prepared to do what is necessary to get it. Of course, they’ll play the marketing game, but they’ll also forgo their sense of humanity for the sake of profit regardless of any social imperative. After all, if they fail to do so, they cease to be viable entities.A Note on Frederick TaylorFrederick F. Taylor worked in the Philadelphia steel industry in the late 19th century and established principles of labour efficiency that laid the ground for modern management. He conducted experiments for the optimal setting for lathes and boring machines and developed productivity tables that labourers followed. He suggested that efficiency was a matter of science and that worker behaviour could be adapted and improved through them. It could be argued that Taylor saw workers as machines, and through cajolery, threats, fines and firings, Taylor succeeded in doubling the work done by his workers. For a time, the men were cowed, and his bosses were happy. But Taylor was miserable. On consideration of his time and effort implementing Scientific Management in the steelworks, Taylor reflected;"I was a young man in years," he said later, "but I give you my word I was a great deal older than I am now with worry, meanness, and contemptibleness of the whole damn thing. It is a horrid life for any man to live, not to be able to look any workman in the face all day long without seeing hostility there." Monkey-See, Monkey-Do Generations of “doing” serve to train would-be managers how to perform for the company despite its social policy and commitment to the health ’ health, and wellbeing of its workers. This is so despite an individual’s inherent feelings and care for other people. You can employ all the leadership and management training you want. Still, if core fundamentals driving the company, and indeed the individual, don’t shift from hierarchical to that of diversified complementary leadership, culture doesn’t change. Culture changes people. It also enhances the sense of right and wrong in the individual and lets them know where the line is. Too often, however, this line is blurred or even ignored in day to day operations, and people are sacrificed for the sake of profit. People can change, I mean really change, for the better. But there is something in all of us that is elemental, primary, constitutional. If that character structure cannot live and work by humanitarian-based ethics, nothing changes for the better concerning our treatment of our fellow human beings in workplace environments. Business and work remain a means to a material end, and other human beings are an acceptable cost. Change is happening; I’ll grant you that. But there are many leaders and managers in corporations, small and large the world over, that still operate from a do-it-or-else perspective. I know because I was one of those. The pressure to perform and uphold a particular self-concept can drive us to do things we wish we hadn’t. I’ll put my hand up to that. Had I known better, I may have made better decisions in my business and work. Nevertheless, experience teaches, and I learned important lessons. Words and theory don’t, unfortunately, don’t teach. So maybe we’ve got to be bad leaders before we become good ones.On a final note, I believe that the workplace is invariably at odds with our humanity. The workplace requires us to subjugate ourselves to the ideal image, which has a detrimental effect on both managers and workers. It asks us not to follow what we feel but to follow the rules. These rules don’t serve us; they serve others further up the hierarchical chain. This is so blatantly obvious I can’t accept that everyone doesn't see it. I mean, it’s so basic to how workplaces operate. So in that light, what is the leader’s role?I’m not sure.Maybe we can address our leadership shortcomings in the modern workplace, or maybe it’s a square peg in a round hole scenario. I’m not certain it’s something that can be resolved, given how society is currently structured. Nonetheless, capitalist-driven business models and the workplaces they create encourage us to ignore feelings that would otherwise inform us to appropriate behaviour. When we take on a job, we must forget ourselves, which leads to obscene responses to our own needs and that of others. This is a public episode. If you’d like to discuss this with other subscribers or get access to bonus episodes, visit sundayletters.larrygmaguire.com/subscribe

Episode: 2683 Taylorism: early scientific management. Today, Neanderthal genes.

In the future, the system must be first.  At least, that's what Frederick Taylor thought when he devised his Scientific Management theory that ended up kicking off the City Efficient Movement. Efficient?  Maybe.  But was it all unicorns, roses, and rainbows?   The Principles of Scientific Management by Frederick Winslow Taylor (1911):https://en.wikipedia.org/wiki/The_Principles_of_Scientific_Managementhttps://philadelphiaencyclopedia.org/archive/scientific-management/ Technical Advisory Corporation (First private planning consulting firm in 1913)http://www-personal.umich.edu/~sdbest/up594/people/Gbford.htm Harland Bartholomew (First full-time employee 1914):https://en.wikipedia.org/wiki/Harland_Bartholomewhttps://tclf.org/pioneer/harland-bartholomewhttps://www.tandfonline.com/doi/abs/10.1080/10999922.2017.1306902?journalCode=mpin20

Evan walks through some frugality / efficiency concepts perhaps originated many years ago by Frank and Lilian Gilbreth known for Scientific Management concepts of the early 1900's and made famous by the semi-autobiographical novel, "Cheaper By the Dozen".  What can we learn from the their efficiencies and apply to our mid-life saving mindset?  Stay tuned to find out!  Want to be on the show to share your financial independence journey? Or would you like Evan to create a case study in your honor?  Email us:  EvanThomasBroke@yahoo.com --- Send in a voice message: https://anchor.fm/evan-thomas1/message

Productividad, eficiencia, gestión del tiempo, eficacia, efectividad, desempeño… ¿Sabes qué significan esta palabras y, más importante, cómo y cuándo te van bien estas técnicas?Ese es el tema principal del programa de esta semana, donde aprenderás las diferencias entre la gestión del tiempo, la productividad personal y la efectividad personal.Notas de programa(Las notas del programa están disponibles en https://kenso.es/episodio/137-gestion-tiempo-productividad-efectividad)Índice del programa(0:00) Bienvenid@ a KENSO(2:42) ¿Qué es la gestión del tiempo?(7:22) ¿Qué es la productividad personal?(13:36) ¿Qué es la efectividad personal?(18:49) Entonces, ¿cuál es la mejor?(21:13) ¡Nos escuchamos muy pronto!Recursos mencionadosPersona: Frederick Winslow TaylorLibro: The Principles of Scientific Management de Frederick Winslow TaylorPersonas: Frank y Lillian GilbrethVídeo: Crea tu propio sistema PomodoroEpisodio 63: Aprender a decir «No» sin sentirte culpableEpisodio 128: 6 rutinas para separar la vida y el trabajo en casaLibro: El ejecutivo eficaz de Peter DruckerNeurociencia: Red neuronal por defectoReseña: Hyperfocus de Chris BaileyLa página web de KENSOSuscríbete al boletín electrónico de KENSOÚnete a la comunidadPara más aprendizajes productivos: suscríbete a nuestro canal de YouTubeÚnete a KENSO | CírculoKENSO | Círculo es el club para personas centradas en mejorar su efectividad y vivir más felices.Un club a tu alcance porque a partir de 4,99€ al mes tendrás acceso prioritario a los episodios del podcast, recibirás cada mes un episodio especial donde haremos una reseña sobre un libro de efectividad, disfrutarás de descuentos en los servicios de KENSO y de nuestra eterna gratitud por ayudarnos a mejorar.Más información & InscripciónComparte tus sugerencias¿Qué te gustaría escuchar en futuros episodios del podcast?Déjanos tus sugerencias de personas a entrevistar o temas a tratar en los comentarios de las notas del programa.

List of books every Entrepreneur should read: https://linktr.ee/everyday101 Stay Tuned and Happy Listening. If you are confused about your career, if you don't know what to do, if you have a lot of interests but don't know which one to pursue or if you want a supportive guiding system to achieve your Career Goals, then I am always available to help you out. You can book a Career Coaching session with me here: https://calendly.com/karanphougat Follow me on Instagram to learn something new every day and to send me your career queries: https://www.instagram.com/karan_phougat/ Join my telegram channel: t.me/everyday101

To continue with the theme of ethnography, we turn back to Episode 13 of the Talking About Organizations Podcast on Donald Roy's 1959 work entitled 'Banana Time: Job Satisfaction and Informal Interaction'. This article describes Roy's experience of working as a drill press operator for two months. Set against the backdrop of Taylor-inspired Scientific Management, the paper provides a thick description of the setting, the tools of work and, most importantly, behaviour and dynamics of the group of workers whom Roy was assigned to work with. The thick descriptions of work and social interactions touch upon a great number of themes and foundational concepts in management, psychology and sociology. For instance, Roy alludes to, directly or indirectly (usually the latter), Scientific Management, esprit de corps, Hawthorne Studies, motivation and self-actualization, time and motion studies, humour, play, and lived experience of time.Original release can be found here: https://www.talkingaboutorganizations.com/e13/

In this episode, we look at the truth about time management and why it's still a problem. Sponsor: Visit www.athleticgreens.com/tinyleaps to try it out - and receive the FREE D3/K2 wellness bundle with your first purchase! Again, that’s www.athleticgreens.com/tinyleaps. The Problem Whole industries have been built around time management systems and teaching us how to use them. There is no shortage of these hacks - digital and paper calendars, notification reminders, productivity apps on your phone and the list goes on. In addition, there are millions of blogs, podcasts, and books, all on the topic of how to manage your time. Yet even with all of these resources available to us, we are all still frustrated, we’re still wasting time, and we’re still unable to get things done. What gives? Digging Deeper When did the idea of time management come about? The idea of time management was invented by Fredrick Taylor in the late 1800’s to provide a system to accomplish more in a shorter period of time. This was at a time when mass production was beginning, and the factory owners needed the workers to produce in large quantities. In his book, The Principles of Scientific Management, he laid the groundwork for modern organization and decision theory. The idea was simple, how can you get more output from each individual worker in an organization given the limitations of the 24 hr day? The Solution So what do we do to actually improve our time management skills in today’s world and in our personal lives? Well first we have to realize something: Time is fixed and inflexible. That means time, by definition, is not manageable. Time isn’t something you can change. We all get 24 hours in a day and we all need to sleep, eat, rest, shower, and do any number of other things that have nothing to do with our goals. Once you realize this truth you can stop asking the fundamentally incorrect question of “how do I better manage my time?” and start asking the correct question which is “how do I manage myself and my behavior?” Instagram: http://instagram.com/tinyleaps Resources: https://www.amazon.com/Principles-Scientific-Management-Frederick-Winslow/dp/0486299880 --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

As a quality improvement professional and historian, Stephen starts our episode #80 with a quote from the Father of Scientific Management; Stephen shares with us his background going from manufacturing, and into lean operations coaching and consulting for operating rooms; Total side note, but Stephen has authored and co-authored several lean related manuscripts, but his latest book titled “The Progressive Machine” is an absolute must to add to your collection; Stephen shares an aha moment teaching us that you can't be successful by yourself; Stephen highlights a great tip around not carrying the burden of an unsuccessful team and give a great overview of project team dynamics; Shares an aha moment taken from his project experience in reducing process variation in the operating room; Stephen shares why he's excited about healthcare systems consolidating their EHRs into a single source; Stephen highlights a passion for healthcare improvement as a key trait for healthcare leaders; And Stephen introduces us to one of his most important healthcare mentors. Connect with Stephen on LinkedIn: https://www.linkedin.com/in/stephen-weller/ Stephen's Book on Amazon: The Progressive Machine: Before We Called It Lean Access The Healthcare QualityCast LinkedIn Group: https://www.linkedin.com/groups/12203005/ Join The Quality Impact Academy: https://theqiacademy.mykajabi.com/qiaminiwebinar1optin

Peter Drucker is famous for pointing out how much better managers could manage if they only used numbers. His message: “…if you can't measure it, you can't manage it.”  Managing is the business of numbers…or is it? Certainly, Frederick Taylor, the inventor of Scientific Management felt that way.  What neither of them [...]

Extolled by management societies and consultants, Taylor's Principles of Scientific Management, published in 1911, laid the groundwork for a clear demarcation between labor and management: management was for planning, guiding, and measuring, and labor was for moving stuff around and doing as it was told. Controversy still rages over the genius or evil of this approach and what it has meant for a capitalist system. We look at Taylor's life and his work's impact and consider what bearing it has on today's world.Thoughts? Comments? Potshots? Contact the show at:https://www.discreetguide.com/Follow or like us on podomatic.com (it raises our visibility :)https://www.podomatic.com/podcasts/deardiscreetguideSupport us on Patreon:https://www.patreon.com/discreetguideFollow the host on Twitter:@DiscreetGuideThe host on LinkedIn:https://www.linkedin.com/in/jenniferkcrittenden/

Extolled by management societies and consultants, Taylor's Principles of Scientific Management, published in 1911, laid the groundwork for a clear demarcation between labor and management: management was for planning, guiding, and measuring, and labor was for moving stuff around and doing as it was told. Controversy still rages over the genius or evil of this approach and what it has meant for a capitalist system. We look at Taylor's life and his work's impact and consider what bearing it has on today's world. Thoughts? Comments? Potshots? Contact the show at: https://www.discreetguide.com/ Follow or like us on podomatic.com (it raises our visibility :) https://www.podomatic.com/podcasts/deardiscreetguide Support us on Patreon: https://www.patreon.com/discreetguide Follow the host on Twitter: @DiscreetGuide The host on LinkedIn: https://www.linkedin.com/in/jenniferkcrittenden/

Extolled by management societies and consultants, Taylor's Principles of Scientific Management, published in 1911, laid the groundwork for a clear demarcation between labor and management: management was for planning, guiding, and measuring, and labor was for moving stuff around and doing as it was told. Controversy still rages over the genius or evil of this approach and what it has meant for a capitalist system. We look at Taylor's life and his work's impact and consider what bearing it has on today's world.Thoughts? Comments? Potshots? Contact the show at:https://www.discreetguide.com/Follow or like us on podomatic.com (it raises our visibility :)https://www.podomatic.com/podcasts/deardiscreetguideSupport us on Patreon:https://www.patreon.com/discreetguideFollow the host on Twitter:@DiscreetGuideThe host on LinkedIn:https://www.linkedin.com/in/jenniferkcrittenden/

Alain Hunkins is a sought-after speaker, consultant, coach and Author of the #1 Amazon best-selling book, Cracking the Leadership Code.  In this episode you will learn about: The brain science behind leading people Real life leadership stories The importance of “empathy: How to communicate more effectively than ever before The key components to crack the code Follow us and explore our social media tribe from our Website: https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA   Find out more about Alain and his work below: Alain's Website: https://www.alainhunkins.com/ Follow Alain on LinkedIn: https://www.linkedin.com/in/alainhunkins/ Twitter: @alainhunkins Cracking The Leadership Code   Full Transcript Below:   ----more----    Introduction Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you. Our special guest on today's show is Amazon's number one bestselling author, Alan Hunkins. Before we learn how to Crack The Leadership Code, it is The Leadership Hacker News. The Leadership Hacker News Steve Rush: In the news today, research provides evidence that leaders who are more mindful are more prone to forgiveness and that mindfulness exercises can actually facilitate a forgiving attitude and environment in the workplace. While there are so much studies focused on mindfulness is a relatively very little research and a potential impact that mindfulness can have. Author of the report, Johan Karremans, who studied the link between mindfulness and forgiveness, says this is just one of the small steps that we can take, and of course as leaders, forgiving people when they screw up is a really important element of helping people learn too. The difficulty in forgiving another person often lies in the process of immersing oneself in the emotions and thoughts about what's happened; which indeed could add insult to injury. The research was completed over five separate studies with five hundred ninety two (592) people in total. Karremans and the researchers found that the people who agreed with the statement such as, “I perceive my feelings in emotions without having to react to them” and, “I am good at finding words to describe my feelings”, tended also to agree with statements such as, “I tend to get over it quickly when somebody hurts my feelings”. The research also found that listening to guided, mindful attention instructions led to higher levels of forgiveness regarding a past event. Mindfulness might not just be helpful in reducing stress and improving happiness, as often it is seen stereotypically, but it also may be able to foster better interpersonal relationships and one that is a bit more forgiving. Findings also indicated that mindfulness is positively associated with forgiveness because of his association with empathy. In other words, more mindful people are also more likely to report being better at adopting the psychological point of view of others, which in turn links to height and forgiveness. So as leaders, I'd like to invite you to think about the next time one of your colleagues fails or has not achieved YET what they're trying to achieve. I want you to consider how well equipped you are to deal with that situation and how mindful you are being at that time. Mindfulness is a really key component that should be in all leaders kit bags, being self-aware, being present in the now and focusing on what's present is a key attribute for all great leaders. That has been The Leadership Hacker News. If you have any news or stories, funny things, anything that is happening in the world of leadership around here, please share it with us through our website or our social media sites.   Start of Interview Steve Rush: I am joined on today show by, Alan Hunkins. He is a TEDx speaker. He is the author of the number one bestselling book on Amazon, Cracking The Leadership Code. He is also the Managing Director of the Hunkins Leadership Group. Alain welcome to our show. Alain Hunkins: It is a pleasure to be with you today. Thanks so much, Steve, thanks. Steve Rush: So hitting number one on the business communication sales in Amazon is just amazing. Congratulations, first and foremost. Alain Hunkins: Thank you, thanks so much. Steve Rush: So what is the back-story? How did you arrive at number one bestselling author? Share with us your back-story and tell the folks who are listening in, a little bit about what you have been up to. Alain Hunkins: Yeah, sure. You know, it is funny looking backwards. You know, hindsight makes everything look 20/20 like it was a straight line. But on the journey, I never would have dreamed I would have ended up here, but if I had to look back and I see a common thread throughout my life, ever since I was like five years old. I have always been burning to answer the question, why do people do what they do. I am just fascinated by people, human behaviour and I was as a kid, I then moved into college. I studied some psychology. I also got very involved in theatre and actually went to an acting conservatory for graduate school, worked as a professional actor and as an actor. You're obviously putting yourself under the microscope in terms of behaviour and learning a ton about that, then got involved in teaching in schools and then moving from leadership training with children in schools to doing training, work in organizations, leadership training across the world. And so it's been 25 years working with over 2000 groups in 25 countries, and so for me, what led to the book was as I continued to work with more and more people. I noticed that there were these patterns of behaviour that were emerging and not just patterns of what successful people did, but also patterns of what mediocre people did, were mediocre leaders doing. And so what I wanted to do was be able to capture those patterns and then categorize them and bring them to life through stories and examples and then look to the research that supported those stories and examples. And that's what led to the book, so I started with a blog post, you know, a couple blogs and just going blog after blog after blog. I started seeing these patterns in the blogs start to emerge, and those patterns became the chapters and what became the different parts of the book. So that's what has led me on this journey and ultimately, it's all about helping people to become better leaders and from my take, when I say leader, I'm not talking about a job title or position. To me, leadership is very much a state of mind and a state of being. The fact is every single one of us need to influence others in the world to try to get things done, and whenever you are in that role of influence, you are a leader. Steve Rush: Yeah, I agree and in my experience, I have often been quoted around, “leadership is not a role - It is not a job title”. It is just a set of behaviours that you carry and that of course can be demonstrated at any age, right? Alain Hunkins: Absolutely and those behaviours can be learned. That is the good news. Right? We can continue to learn those behaviours as we go. Steve Rush: For sure, yeah. I was intrigued to look at your TED talk and what I noticed about your TED talk which intrigued me the most was the principal about, as a leader you always have a target. Tell us a little bit, about how that came about.  Alain Hunkins: Yeah, sure. Back and I would say 2002; I had this wonderful mentor I'm still in touch with named Jeff. Jeff and I would meet for lunch every month or so and talk shop about leadership and life and on this particular day back in 2002, we were finishing up lunch and Jeff hands me this gift wrapped box, a little gift. He says congratulations on last weekend. See the weekend before I just gotten certified to lead a very complex training. I had spent years preparing for, so this was just way of thanking me. So I opened up the gift and inside there is this t-shirt and the front of the shirt said leader. I was really touched because I really felt seen and acknowledged by Jeff in that moment because he was a mentor and kind of like a father figure to me. So I said, thanks so much, Jeff and then Jeff, he had this shining baldhead in the light. He got this impish grin on his face. He said now turn the shirt around. On the back of the shirt. Is this large archery target, right? So I'll never forget what Jeff said next. He said, welcome to leadership. He said, as a leader, you are always a target. Now, if you are a great leader, you are the target of people's hopes, their dreams, their aspirations, even their envy. But if you're a lousy leader, you'll be the target of their disappointment and their criticism and their blame. So what type of leader you are going to be? That is up to you, and I think what Jeff captured with his t-shirt is what I have come to understand. As you know, leaders are in the business of managing people's perceptions. In everyone's mind, we want to think that we are the best leader. We are effective. We are well communicating, etc. But that's our own intention. That is not how we are being seen, and so we have to understand, we have to cross the gap between our own intentions and how the people that we choose to lead actually see us, so that's the story of the leader target t- shirt. Steve Rush: It is a super story and a great metaphor because ultimately, we will attract what we set out to attract and a lot of that, of course is unintentional, isn't it? Alain Hunkins: Oh, completely. You know, I think it starts unintentional. I think the work and the process of leadership development is learning how to make the unconscious conscious. And you do that in part by doing things and screwing up. Right. You make mistakes and go, oh, let's not do that again. I mean, I can think of lots of mistakes that I have made along the way. I mean, just as a quick example, I just think early in my career I was really keen for a new position. I had been volunteering for an organization and the executive director role opened up, and so I decided I was going to put my hat in the ring and step up to be the new executive director. Except it was through an election process, and I assumed that I voted in because I had the most experience. I was the most qualified. I was the most committed in my mind. I was a shoo in and I had this opponent for the job, a guy named Gary but Gary was new. I thought there is no way he is going to get more votes than me.  So we show up on Election Day. I make the long story short. Final score was thirty-eight votes to six. I first impulses. Yes, I have crushed it. I have won, and then I realized, no, actually, Gary, the 38 votes and I got six, so I got crushed and so that was a great wakeup call. I mean a horrible mistake and I felt terrible about it at the time, but you know, over time and all these tuitions you pay into the school of life start to pay dividends, and so what I learned from that experience, especially in debriefing with Gary, was Gary actually reached out to people. He built relationships with them. I did not do any of that. I assume that what I believed in and what I deserved would be mine, so I basically came into leadership with a sense of entitlement and I think the sooner that we can lose that or learn that lesson, the better off we're going to be. Because leadership is not about being entitled. It is not about being in charge. It is really about serving the people who are in your charge. Steve Rush: So you talk about that quite a bit through the themes of your book. So let's get into the Cracking The Leadership Code and unpick some of those themes that kind of reoccur. One of the things that really intrigued me when I read the book was the whole principle about why old school leadership stopped working. Most leaders these days will recognize that we have had to transition. We have new ways of working. There are new ways of helping lead and create followers and indeed create more leaders. What was your experience about how that presented itself for you? Alain Hunkins: Yes, What is interesting because I think most of us would recognize that we need to shift and there's got to be this new style of leadership. But what I found was not a lot of people are talking about is why. Why do we have to shift and where are we coming from? Where is the shift coming from? So I did some digging into the backstory of where the whole school of command and control leadership came from and it dates all the way back to the beginnings of the industrial age. So what I was fascinated by and I read some biographies of some of the biggest people at the time, one being a man named Frederick Winslow Taylor, who is considered the father of scientific management, which was all about. Okay, we now have factories. They had not existed before the beginning of the industrial revolution. How we are going to manage all the people in the factory. We've got hundreds of people like thousands of labourers. What are we going to do? And so he created this model that was all based on command and control, where literally and this has to do with the fact that 95 percent of the employees at the time were all doing the same repetitive manual labour. So literally, it was management's job to think and it was labour's job just to shut up and do what they are told, and that mind-set, that command and control mind-set became the foundation, the template for how we lead. In fact, his book, Taylor's book, The Principles of Scientific Management, became the core curriculum for the founding of Harvard Business School in 1911 and other business schools beyond that. And in fact, that book was voted the most influential management book of the 20th century in the year 2001. So realizing, oh, my gosh, we are all living out Taylor's legacy for better and for worse. I mean, obviously, there were some upsides, but that only worked up to a very specific point. No one is working in that industrial age life anymore, so we obviously need to shift and the challenge is, while we've tried to make the shift, unfortunately, too many leaders are still working from this antiquated playbook that dates from the early to mid-20th century. Steve Rush: …and what do you think stops people moving away from that old school autocratic style of leadership? What you think the key reasons could be?  Alain Hunkins: You know if I had to boil it down to one word, and that is tricky, but I would say the word is “ego”. There is something that we all get a little drunk on our own power and when people get into that role of authority, it is so easy to fall into the trap and I am sure we all heard it as kids because I am your dad that is why. I am your mom that is why. We just kind of wield authority because we have it. Because, let's face it, it takes a lot less effort to tell someone just shut up because I say so than it does to inquire and say, hey, what's going on? I mean, I will give you an example. I remember when my son Alexander, who is now 16, when he was about three or four and we had to get out of the house. We were getting somewhere and as four year olds, want to do. He was having trouble getting his shoes and his pants and everything on to get dressed. Instead of doing the nice thing, I found myself getting a bit testy with him. Come on, we got to go. Come on kind of raising my voice. And he definitely responded to me with a big puddle of tears, and I felt horrible. And I remember debriefing this with my wife afterwards, and she said, yeah, well, in the moment you were trying to kind of move him along, she said, but what were you doing 20 minutes earlier? To make sure that you created an environment where he could succeed, and that lesson really struck with me, so I'd say the number one thing that so many of us default to is just go just do. Short term it is easier but if we continue to go with that power struggle, command and control, it is going to get in our way. So I'd say that's the number one thing that, you know, it's so easy to default to that, you know, they've said that power corrupts and absolute power corrupts absolutely, so we have to be really mindful that we don't get too full of ourselves and our egos don't get too inflated. Steve Rush: Sure is a really good lesson, and of course it might get stuff done short term, but it's never going to be sustainable and it's certainly not going to create the right habits and the innovation that we need for the future, Right? Alain Hunkins: Oh, completely. I mean, that is why there is a huge difference between. If your goal as a leader at most compliance. Yeah, go ahead. Command and control all day. You will get compliance to a point. If people are desperate for a paycheck, you will get compliance. Now, granted, if they have alternatives, like many people do today with LinkedIn and Glassdoor, they're going to find the grass greener somewhere else but if you want compliance, command, control, but you're never going to get people's engagement. You are never going to get their commitment. If you operate from that mind-set for sure. Steve Rush: Another key part of Cracking The Leadership Code for you was empathy, and it's one that really strikes home for me because I've studied this too.  Alain Hunkins: Yeah. Steve Rush: …and in fact, a part of my book, Leadership Cake the “E” in the Cake is empathy, and you call this the basis of connection. What is the reason you focus on that as part of cracking the code? Alain Hunkins: Oh, my gosh. I mean, it is so important. Empathy to me is the basis of connection and by the way, the subtitle of the book are The Three Secrets to Building Strong Leaders. And those three secrets are connection, communication and collaboration. So empathy for me is the basis of connection because at its core, what is leadership? To me, at its core, leadership is a relationship between two human beings and the most human and basic of connections is empathy and briefly defined empathy is showing people you understand them and that you care how they feel. I mean, Theodore Roosevelt said it very well. He said people don't care how much you know until they know how much you care. And until we feel valued and recognized, it's really hard to do anything else and I think particularly in the middle of this coronavirus pandemic, this need for empathy and human to human connection is more apparent than ever. I mean, everyone is, you know, socially isolating, social distancing. We are hungry for connection, and so to skip through that and think that we can somehow proceed with business as usual is ridiculous. I mean, this is such an opportunity for leaders at all levels to reach out and connect with other people or maybe the most valuable thing you can do right now is to stop and hold space for people and say, how are you feeling right now? What is on your mind? How can I support you? And those three questions with the power of just listening and being able to hold that for people is incredibly, incredibly powerful and helpful. Steve Rush: That is right, and now more than ever, people are seeking understanding. They are seeking that their view of the world; they want people to understand, what it really feels like for them and of course, that is the core tenants of empathy, isn't it? Alain Hunkins: Oh, completely and also and I can't remember where I saw this in the last couple of weeks, but I saw this around the pandemic. Is realizing that, yes, we are all having this shared collective experience and that while we are all in the same storm. We're not all in the same boat realizing that different people are dealing with the situation in many different ways, whether that's health wise, whether that's financially wise, whether that's just quality of life and living at home wise. So having some empathy, understanding that, yeah, we are not all the same, though, we can connect and relate to each other. The fact is, I don't need to know every single thing about you and be exactly like you, Steve, to understand and care about your experience. It is the most human of elements for us to be able to have. Steve Rush: It is so true of course.  Alain Hunkins: Sure. Steve Rush: Originally, you know, fifty thousand years ago when we lived in caves and our language was not particularly well informed, it was still having that core understanding of how the people felt and behaved. That created that community that existed even back then. Alain Hunkins: Oh, yeah, for sure and that is back then, our world was probably limited to about one hundred and fifty other people, and that was about it. Steve Rush: Sure. Alain Hunkins: Just think about how we are now connected at this global scale. It is really tremendous. Steve Rush: So if I have a leader who is listening in to us speak today and they maybe having some challenges in communicating with the people they work with ,or the team, and of course communication, helps build empathy. How do we go about cracking the communications code? Alain Hunkins: Yeah, so communication is trickier than it looks. You know, the fact is the human default setting, again, because we are all different, is that we all hear things and understand things in our own way, so the first step to becoming a better communicator is to recognize that we don't communicate for communication sake. That the goal of communication is to create shared understanding between all parties involved, and the reason that is so important is because shared understanding becomes the platform from which we take all future action. So if we have 100 percent accurate understanding, we can make better decisions and get better results. If we have poor understanding. We are going to make poor decisions and get poor results, so some things that we want to do. First of all, knowing that misunderstanding just happens. It is like bacteria in the water. It does not mean to harm you. It is just there. You got to filter it out. We have to learn how to filter misunderstandings out of the environment, so in the book I go through six core actions you can take. I will just share a couple with you today, so one action you can take to create understanding is first have a very clear central message and put it out upfront. Be explicit, it should be no more than eight words, tops and it should basically be the summary of exactly what it is you're trying to say. How many of us get emails, and the subject line doesn't relate at all, to what it says and then you are fishing through and going, what does this all mean? And you read through paragraph. We all know those people. You know some of us try. Some of us just hit delete. Right. We do have time for it. All of which to say is the more that you can clarify your central message, the more people can understand what is even the field that we are playing in. I have read some studies that somewhere between only 10 percent and 20 percent of what we share in terms of content actually gets remembered. So by having a clear central message, we can make sure that people are walking away with the right 10 or 20 percent as opposed to their own version of that 10 or 20 percent, so that's one key thing. Another key aspect to communication is what I call asking for a receipt, and what I mean by that is that communication can never be one way. In fact, it needs to be three ways that we put it out there, so we share what we want to say, and then someone should come back and say, this is my understanding of what you said. And then the third way is back to that person. Say, yes, you've got a right or no, you don't and here's why. Right, so it is that back and forth. In fact, a great example of asking for a receipt comes from the fast food industry. So back in the 1980s, the fast food industry had some real problems with her whole drive thru process. Was very, very common for customers to drive up to the intercom, place their order, and then they drive up to the window to pick up their food order and to be filled with mistakes, and this went on consistently throughout the industry for years, and then suddenly the mistake rates just started to plummet. You might be wondering, well, what do they do, where they change? What new technology do they introduce? It was actually really simple. What happened was after the customer would place the order; the employees started repeating the order back. So if I get that right. Let me just check this, please. Its two hamburgers, one cheeseburger, two orders of French fries and three Coca-Cola. Is that right? Right, so it is something as simple as that to confirm the understanding. Now, what is amazing is so many of us have meetings on a daily basis with other people, and then the meeting ends like, okay, Is everyone clear what we're doing? Great, and we just go off, but we have never stopped and explicitly and overtly confirmed what it is that we say we are going to do. And look, if a Taco Bell franchise will do this for a ninety nine cent taco. Don't you think that our own decisions, our actions and our own businesses are worth the same level of quality? So asking for a receipt is another very simple, practical thing you can do to improve your level of communication effectiveness. Steve Rush: Love that, super. Any other nuggets of communication code cracking you can share? Alain Hunkins: Yeah, another really useful one is the idea of making all of your implicit assumptions explicit. The fact is human beings are good at many things, but mind reading is not one of them, and so if you've ever caught yourself saying something like, well, I sent the email, they should know what to do or doesn't senior management realize what a stupid process this is? That is really clear in your mind, but no one else is living there except you, and so whether it's something like checking in to see, are there questions that people need clarification on? For example, this is a really good time to make your explicit assumptions around. So we are all working remotely now from home. What is our expectations about how often we are going to communicate? And when are we going to communicate and how? So are we going to be doing this all via email? Are we using slack? Are we using text? Are we using WhatsApp or using Zoom?  This is a great time to step back and be really clear with the people around us. What are the right modes of communication? What is urgent look like? You know, urgent might mean I get back to you within one minute, five minutes, eight hours, and 24 hours. What does that mean? It means different things in different contexts, and so we can't just assume that we're all on the same page. Right, so clearly, when we don't have those things aligned, it creates conflict, creates conflict at work. It creates conflict in marriages and in families, with friends, so the more we can clarify and make our implicit assumptions explicit, the more clear and effective our communication will become. Steve Rush: Those are super hacks, thank you for sharing those. Alain Hunkins: Sure. Steve Rush: My experience also tells me that you have to practice this; this is not something that is going to come natural to you because we all have our own way of communicating. Which is often very different from other people based on their experiences and their belief systems and so on. So it does take practice, right?  Alain Hunkins: Oh, completely. All of this takes practice. These are all skills, and the way any practice works is you start and then you try it, and then the key to all of it is to be intentional. Right, so if you look at the power of habit formation, you know, there is some mythic studies that say it takes 21 days to create a habit. Actually, it can vary. That is not actually true at all, but if you want to develop a habit, what we do know is that you do need to start somewhere. Right and so today is as good a day as any. So pick whatever you think will give you the biggest bang for your proverbial buck and pick something and then find ways to build some successes into your habit. So don't try to climb Mt. Everest all in one day. Just take one-step at a time. So, for example, if your habit is you want to work on cultivating the habit of appreciating someone, just think, okay, today, can I be intentional? Who is one person that I can appreciate or thank in a very explicit way? And then tomorrow practice it again, and then maybe the day after I'll say I'll do two people and just continue to build that until it feels like it's happening on muscle memory. So if you think about high performance athletes or great musicians, when you see them performing, they're not thinking, they're just responding because they've got so much muscle memory that is built into that, and in some ways, the practices and skills of leadership are no different. We want to be able to make this automatic and intuitive, and so when we are doing it, it looks like it is the easiest thing in the world, but all that easiness comes out of a lot of practice and hard work. Steve Rush: And repeat and repeat and repeat until we've got that muscle memory, that tactile foundation, that means that you just don't get it wrong anymore. Alain Hunkins: Exactly, and then also, a great way to check in with that is to ask for feedback from other people. In fact, I would say and you can call this a hack, but the number one thing that I think will help you to accelerate your leadership development is to get honest, constructive feedback from people who will give you the truth about how are you showing up. And so ask for the good, ask for the bad, ask to the ugly, and then when you get that feedback, don't defend it. Don't try to justify or blame or any of that stuff. Just say thank you. Thank you for the feedback, and then as you ask more and more people, you will see some patterns start to emerge. You know, when nine people start telling me, hey, Alain, you know, you can come across kind of rude and directive when you are under stress. It is nine against one, even though I think I am not rude, I am not arrogant. Well, nine people are saying that maybe it is time for me to stop and listen. Right, so being able to get feedback is a great and probably the most useful tool to accelerate your leadership development. Steve Rush: It sure is, and you don't have to like it, but you do have to listen. Alain Hunkins: Yeah, I like what you said about it, but you don't have to like it. You know, I think what you are touching on. I like to say that leaders need to get comfortable with being uncomfortable in so many situations like that. You know, it is not going to feel pleasant. It is not nice all the time, but if you are not stretching and growing, you are not learning. And so part of that growth goes out of your comfort zone to the discomfort zone. By its nature, the learning zone is not all comfortable. So go for it and grow. Like you said for sure.  Steve Rush: In your book Alain you talk about, motivation as being in search for the magic pill. Is it really a magic pill? Alain Hunkins: Arrrgh… there is a search for the magic pill but the great secret to motivation is there is no magic pill, and so it is interesting how some people tend to have their go to's to think, oh, this is what motivates people. In fact, I often tell the story about the famous film director Alfred Hitchcock, and a Hitchcock was known for his disdain of actors. In fact, he was quoted as saying all actors are cattle. Right, and then later on in his life, a journalist said to him, is that true? You said all actors are cattle. He said, no, I was misquoted. I never said all actors were cattle. What I said was all actors should be treated like cattle. Right, so it turns out 1965 Hitchcock was working on a movie called Torn Curtain, and the leading actor in the movie, Paul Newman, who at the time had been nominated for two Academy Awards, was already a bona fide Hollywood star, and Hitchcock and Newman were working on this. And Newman was a method actor, and he really like to get into his character very deeply and Hitchcock just wanted him to find his spot and read his lines, and so Newman came to Hitchcock one day and said, But, you know, Mr. Hitchcock, what's my motivation in this scene? And Hitchcock said, Everything you need to know is in the script, and Newman came back, as you know, he's Paul Newman is, you know, pretty defined. He is going to say what he said, honest mind. No, but really, what is my motivation? And the story goes that Hitchcock turns to Newman and says, you motivation. Mr. Newman is your salary. Right, so the idea there being that Hitchcock is operating from that old school. I am giving you money. Shut up and do your job. Well, money motivates some people in some situations, but it is not a one size fits all solution for motivation. Steve Rush: All right. Alain Hunkins: And so in the book I go to through the whole section on motivation is basically humans are all operating with some basic fundamental human needs and there's different models of human needs. But in the book, I go through four broad places of human need, that people have a need for safety. People have a need for energy. People have a need for purpose, and people have a need for ownership. And what I go into depth and we can talk about some of these and you can decide which ones to talk about, Steve, is that there are things that we can do, some hacks as leaders, tips and tools and skills we can have to help people to get those needs met. And while we can't directly motivate anyone else, what we can do is we can create the conditions where motivation is more likely to happen, where people can motivate themselves. Steve Rush: And there has been lots of studies over the last 10 years about intrinsic versus extrinsic motivation, but when it comes specifically to ownership, how does that play out? Alain Hunkins: So if we think about it, ownership. So the idea of ownership. I love to use this example often, which is like if you have ever rented a car, which many people have in some point in their life. When is the last time you took your rental car to a car wash? Right. No one has ever taken there. Right. Why would you. You would never take a rental car because it is not yours. It is somebody else's to take care of, so the sense of ownership is that you want people to be able to own solutions, own their own challenges and if we operate from the idea that as the leader, it's our job to fix things and give advice and jump in and help people to get things done. What is going to do? It's been to create at a certain point a system of learned helplessness, where in some ways it's like where the parent and they are the child. So one of the things that if you want to build a sense of ownership in people, one thing is ask them to step up. And I'll give you a classic example of this. Actually, this came up this a couple of weeks ago. So one of my clients is a man named Peter who owns a small business, and Peter was really distraught because through all of what's been going on with the economic downturn, with the coronavirus pandemic, is he's looking at the financials. He is like; there is no way we can move forward with the whole company. I am have to lay off about 50 percent of the company, and he was struggling and struggling with how am I going to do this? How is going to be equitable and fair? And I said to Peter, I said, Peter, you don't have to go with the answers. Do you ever think that maybe you should just be honest and share your challenges with the company? So he did. He actually did a companywide Zoom Call. Explained, was very transparent about the financials, and the amazing thing was. The company just innovated and came up with these solutions that Peter never would have come up with, that involved people doing some job share, some people deciding they were going to take unpaid vacation or time off, and they created a solution where they didn't have to lay anybody off, but again. It is an example of the reason that happened is because Peter asked, and so it is a great example. If you want people to take ownership, create an environment where they're in charge of what they can be in charge of, and then see how you can support them to create their solutions and then to implement them. Steve Rush: By giving control to those people; it makes it more collaborative and therefore you create more ownership. Right? Alain Hunkins: Oh, absolutely. Right, because when you create collaboration and ownership, what you give people is a sense of autonomy. I love Daniel Pink in towards the book. He's got this fabulous book. You are pretty familiar with it, it called Drive. Steve Rush: Sure, yeah. Alain Hunkins: In Daniel Pink's Drive. Pink talks about the three major drivers of motivation. Right, so there's mastery that people get better at what they're doing, that there's autonomy, there's freedom to do what they want and also purpose that what they do matters. Bigger than themselves, and so this sense of ownership really ties deeply into the sense of both autonomy and mastery, is that when people own what they're doing, they can see how they can make progress towards it as well as they have this freedom to create things as they see fit. I have yet to meet a single person who has ever said to me, wow, you know, I had this amazing leader and, you know, I loved about the most is the way they would micromanage me. Said no one ever so recognizing. Right, so recognizing that autonomy and mastery are keys to ownership. Yeah. Steve Rush: So usually this part of the show Alain. We will start to hack into your mind to look for your top three hacks. Now you've shared bunches of superb hack, ideas and thoughts that will start to get the grey matter working with our listeners. But if you had to nail your top three leadership hacks, what would they be? Alain Hunkins: All right. Hack number one, and this has to do with becoming more credible. Simple, simple, simple. Show up on time. Right, does not really get simpler than that. Yet maybe the most important thing, you know, they say that 80 percent of life is showing up because let's face it, timeliness is the easiest thing in the world to measure. You're either there or you're not. So hack number one. Show up on time.  Hack number two. Listen, so much of everything that we have talked about around communication and around connection and empathy boils down to. Are you listening to understand? Are you listening to tick a box? And the goal of listening should be to truly and deeply try to see the world through somebody else's eyes, to hear things through their ears. To step into their shoes, so hack number two is start cultivating a listening habit. And I'd say hack number three, read, you know, learn something new as much as you can. I have found that all great leaders are great readers. So whether that is audio books or actual books or Kindle books, read and learn, because there so much out there, I feel the more that I learn, the less I know, because the world is a big place, and we live in a time where there is so much information that is accessible to you so easily. And if you're not taking advantage of, somebody else's is, so learn, read and lead. Hack number three.  Steve Rush: Great stuff, so if we were to now start thinking about what we affectionately call now as The Hack to Attack. This is a time in your life, where maybe things have not worked out well, you may have screwed up, but we are now using that lesson as part of our life's work. What would you hack to attack be, Alain? Alain Hunkins: Sure, so my hack to attack is recognizing the power of authentic, vulnerable communication. And I'll tell you, when I learned that was when I got curse out in front of a room of 300 flight attendants, so I will tell you the story on this, so I was working with a group of 300 flight attendants in Chicago. It was a two-day customer service training and I was both the master of ceremonies as well as one of the lead designers for the training. And I was getting ready to kick things off on the first morning, and before we were getting started, the audience was filling in. I was just walking around in the crowd getting to know people and found out that people were literally coming from around the world, and so there were some people from the UK, there were some people from the US, there were people from Europe. There was a table that had flown in all the way from Japan. They were up in the front, and one person said to me, oh, look, we literally just flew in from Japan all night. So if we fall asleep in the front, please don't take it personally, because the Asian table up here, we're really tired, so I meet with everybody and then it's time to get started, and so as we start, I welcome everybody to our training. And I'm telling everyone, thank you so much for coming in from around the world, and we have people from the UK, from the US. Up here, we have the Asian table, and so I go on and on with this, and then about five minutes after I am designed to start, I am going to be interrupted by a marching band. Now, this is all pre-planned. I know this is coming, so five minutes in, the marching band comes in. Boom, they go off, do their thing, so while they're doing their thing, the guy that two tables back in the audience raises his hand and he asked me to come over. I walk over to him while the band is playing. And he says to me, who the F do you think you are? So he does not say f, he actually says the word. Who the F do you think you are? I am like, I am sorry. You call yourself a leader. You are a racist. I am like what, and he starts cursing me.  Who the f do you think you are? You call that the Asian table. What kind of racist are you? You would not call that the N-word table. Except he did not say the N-word table. He actually said the N-word, and he just coming on and on at me. And at this point, you can imagine my brain has exploded out of my head and I'm just trying to keep my balance, not fall over, because I'm getting curse at in front of this entire room. This is going on. Steve Rush: Right, yeah. Alain Hunkins: And I managed to after properly, I have no idea how much….it might have been half a minute or a minute. I managed to extricate myself from this guy, and I go back to the back of the room where my colleague Cynthia's back there, and I said, Cynthia, the band is about to stop playing in about three minutes. I just got totally cursed at. What comes next? Where are we? What are we doing? Like, literally, I had a complete amygdala hijack where my brain was just not functioning, and she said, okay, we are in Chicago. We are with a group of flight attendants. This is a customer service training. Oh, okay. Thank you, so I went back up on stage and I knew I had about 30 seconds left and I did not have a clue as to how I was going to handle this. This was not in my playbook. I was not expecting this at all, and so what I ended up doing was as the band finished, I just turned to the audience and just spoke from my heart, and I said, folks, before we go further, I just need to say I know today and tomorrow is all about customer service. And sometimes in customer service, things get screwed up and you have to make a customer service recovery. Well, this is one of those moments. Before we go further, I need to apologize. I said some things earlier that some people found really offensive and if that's true, I'm really, really sorry. That was not my intention. That is not what I meant to do. That is not why I am here, and I practically broke down in tears saying all this to them. I was just really horrified that anyone could ever think that of me. I said, so if you want to talk to me off line or during anything, please let me know, so the amazing thing as I finished all that Steve was, you know, I let it go and I thought it was all done, and we continued on with the training, but over the next two days. Out of that three hundred people, literally twenty five, must have come to me and said, I just want to come over and tell you how much I appreciated how real you were with us, because, you know, we go through a lot of these kind of things at work and you being that authentic made such a difference. And it was from all of the consistent feedback. Again, twenty-five people all coming up to me saying some variation of that same thing, so what I learned there was when I let my guard down, I show up in a much more powerful way, because up until that point, I think I still was relying on all of my bells and whistles and shiny. You know, I am a performer. I can make this all happen. I can do a good job, and I was afraid of letting people see kind of what I call the vulnerable, the less than perfect me. And I think, you know, as leaders, if we can let our guard down, if we can take off the superhero cape and let people see that we're human like them, it actually makes us stronger. I know it is a paradox, but it actually takes a lot of courage to be that vulnerable and when you do that, You never know who you're inspiring. Steve Rush: And what a great lesson, and if it wasn't for that individual being quite foul mouthed and cussing at you, maybe that wouldn't have informed your future operating style in the way it has. Alain Hunkins: Yeah, absolutely. I guess, and you know, all these things, you never know when the teacher will appear, I look back on that, and I am super grateful for the lesson and like we said earlier, was it comfortable? Absolutely not. It was horrible at the time but there is definitely some gold to be mined from all of that to mine. Steve Rush: One or two more final nuggets from you Alain. I would like us to think about doing some time travel now; and I'm going to ask you to time travel back to when you were 21 and bump into Alain at 21. What advice would you be giving Alain then? Alain Hunkins: I love this question. I love, love, love this question. I thought long and hard about this. And for me, when I was 21, I was still so much caught up in the idea that talent and merit will speak for itself, and what I didn't realize is that the world is made up of human beings who seek and crave relationship. But I would have told 21 year old Alain is you need to build and sustain relationships. I look back; I have friends from high school and college who were really close and I did not maintain those friendships. I did not maintain those relationships, and I look back to the beginning of my work career and I thought the work itself would be enough and I had later in life. It was a lesson that I had to learn. I would say in some ways the hard way is that keep building relationships and no go to the people who energize you. And if they energize you, let them know that in whatever way you want and continue to cultivate ways to stay in touch and have those, because I find the older I get, the more important those relationships matter. And if I take that at a really kind of meta level that I think, you know, I'm now 51 and I'm what I consider on the downslope of this journey of my physical being. What am I going to take with me when I am done in this life? It boils down to it is the quality of those relationships, so I would say to the 21 year old, cultivate, sustain, maintain and nurture those relationships because they're the most valuable things in the world. Steve Rush: That is Super advice and still relevant for most people who are listening today.  Alain Hunkins: Yeah. Steve Rush: So let's think about how the folk listening to the show today can get hold of a copy of The Cracking The Leadership Code and more importantly, get to know a little bit more about the work that you're doing Alain.  Alain Hunkins: Yeah, for sure. So if people want to learn more about me in the book, The Easiest Place, because my name is difficult to spell. I have a different URL for the book, but you can find me from there too, so it is www.crackingtheleadershipcode.com. That will take you right to the book page. While you are there, you can download chapter one of the book to get a little free sample and preview of what it is all about and from there that links right to my webpage, which is alainhunkins.com so you can go there. You are also welcome to link with me on LinkedIn, which is Alain, A-L-A-I-N. Hunkins, H-U-N-K-I-N-S and obviously I do work in the fields of leadership coaching both one on one and group and organizational, as well as leadership development training and speaking. People can find out all about those things and be in touch if they are interested. Steve Rush: What we will also do is include those links to our show notes and on our Website, so as soon as folks finish listening to this, they can go ahead, click on the links and learn more about you. Alain Hunkins: Fantastic. Steve Rush: So only leads me to say a massive thanks Alain. We have had a super time talking and listening to some of the stories. Again, a huge congratulations on the success of Cracking The Leadership Code and I just want to say personally a huge thank you for being on The Leadership Hacker Podcast. Alain Hunkins: Oh, thank you, Steve. It has been an absolute delight being with you here today, really. Really a pleasure, so thank you so much.   Closing Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media; and you can do that by following and liking our pages on Twitter and Facebook our handle there is @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.      

Cliff Connolly reads Amelia Davenport's long-form essay Organizing for Power.  Davenport argues for leftist organizers to reclaim the ideas of Taylor’s Scientific Management, making a broader argument for the relevance of cybernetics, cultural revolution in the workers’ movement, and a Promethean vision of socialism. https://cosmonaut.blog/2019/11/19/organizing-for-power-stealing-fire-from-the-gods/

“If you’re making me buy the shares, tell me how much they’re worth!” In a recent judgment, s232 commercial unfairness was made out. The proceedings concerned a company with a significant value. HH put it best: “large payments (were) made by (the defendant) without consultation, unsupported by contemporaneous records and at odds with basic accounting principles or, on occasion, common sense” : [44] There were also findings of commercial unfairness on the basis of: withheld information ([212]), “self-interested and unfair” transactions supported by “hazy memories and old grudges” ([250]), and on “financially disastrous” risks taken over the objection of the other shareholder ([276]) With s232 unfairness found, the Court elected to exercise its s233 discretion and order a share sale: [286] Aaaaaaaaaaaaaaaaaand then there’s >50 paragraphs of valuation material for our forensic accounting friends to work through: [297] – [350] In the end, the buyout ordered exceeded $50M: [351]

Viktoria is a scientific coordinator at the International Max Planck Research School for Life Sciences, affiliated with the MPI of Biochemistry. Although, frankly, saying this does not even begin to do justice to the great many projects Viktoria manages. The 15x4 series and Soapbox Science Munich are just two of them.

The Mueller testimony gets us talking about the decline in Americans’ ability to experience a common reality with other people, which we take as a harbinger civilizational collapse. Billionaires in the News is about risk assessment and the climate crisis. Recent moves by Chubb and Moody’s indicate that global warming-related risk is figuring into financial industry decision making more than it used to. We also take this to be a harbinger of civilizational collapse. Chad introduces us to the Stryker siblings. They made their money from their grandfather’s medical device company. Their father, Lee Stryker, crashed his plane and died in 1976, and just four years later the film Airplane came out which features a main character named Striker trying to save a plane from crashing. Coincidence? Almost certainly. The Stryker siblings aren’t too bad as far as billionaires go. They give lots of their money to pretty good causes that address educational opportunity, conservation, human rights. They’re also big donors to the Democratic party, and their donations reflect a fairly centrist politics. On the political spectrum of the billionaire class, they’re basically Maoists. The issue we take up in relation to their activities is public-philanthropic partnerships (PPPs). PPPs are a post-2007 crash phenomenon where cities beg the super-rich for money to keep the streetlights on. Not good! Joe introduces us to Victor Fung. Fung is a “global logistics” guy, which apparently means that he connects large consumer good corporations to sweatshop labor. If you’re a big corporation like Apple or Nike, it’s great to keep someone between you and your sweatshops. That way, when a factory burns down and kills a bunch of people you can say “Hey, we just hired this global logistics firm. They assured us everything was cool. We had no idea what the conditions in the factory were.” Joe talks about Taylorism and his techniques of Scientific Management a little bit. We get mad at the naked cruelty of capitalism.

Every ten years there is a new program for process improvement in business, education, and organization. e.g. Kaizen, Agile, Six Sigma. They each claim to bring something revolutionary. We test what is new since Scientific Management over a century ago. How would we measure the worth of a program in advance and how you can examijne any new program from Multiple Intelligences to Agile.. With our critical thinking lens. Business Second Opinion Podcast digs deep to answer questions about business and business practice, you may not know you need to ask. But we believe you should be asking for the benefit of your understanding and your businesses ethics and practice. In the process of answering them, we give you a second opinion, usually a contrarian opinion, but that is well tested and proven to give the outcomes you really want without the side effects.  In today’s show, we examined: This episode is the first of two on the debate, even the war between the idea of hierarchies as the best way to manage people-or not; for the business for the people being managed. We examine and debunk three myths in these two episodes. * * * * * FIND US AT BusinessSecondOpinion.com. • For more extensive show notes from today’s episode • To offer topics or an article to critique • To share your own experience with our ideas • To sign up for our newsletter * * * * * WAYS TO CONNECT WITH CAROL SANFORD EVENTS OR HER WAY OF THINKING • Explore how you can learn to apply the alternative approaches offered in Business Second Opinion.   Participate in The Regenerative Business Development Community series with 10-12 other business. Options include: Strategic Thinking/Business Development or Leadership of Industry and Market.   The Regenerative Business Summit: a one-day event (4 Time Zones- USA eastern and western state, EMEA, Deep Pacific) on Strategic thinking and Leadership for non-displace-ability in your markets. Meet others who have been doing this successfully and making a difference. • Pursue how Carol gets to the ideas she does. Explore how to integrate Systemic Critical Thinking Skills, based on a Living Systems Paradigm into your practice of coaching, consulting, and mentoring. Join the Change Agent Development Community. Four online or local options  Explore joining the community or email Carol • Apply the concepts in the Business Second Opinion Podcast to roles you personally play in and beyond business. E.g. parent, designer, earth tender, educator, media content creator, entrepreneur, citizen, economic shaper, spirit resource (coach, ministering, therapist). Join, for free, The Regenerative Human Book Project Check it out. Email to join or ask questions.  • Read Carol’s books or join a book club  The Regenerative Business: Redesign Work, Cultivate Human Potential, Achieve Extraordinary Outcomes  The Responsible Entrepreneur: Four Game-Changing Archetypes for Founders, Leaders, and Impact Investors  The Responsible Business: Reimagining Sustainability and Success  No More Feedback: Cultivate Consciousness at Work Her books have won over 15 awards so far and are required reading at leading business and management schools including Harvard, Stanford, Haas Berkeley and MIT and almost 100 other academic institutions. Carol also partners with producing Executive Education through Babson College, Kaospilot in Denmark and University of Washington, Bothell, WA, sponsored by The Lewis Institute at Babson. * * * * * DO YOU LIKE WHAT YOU HEAR? • Please rate and review this podcast wherever you go for podcasts. • Donating = Co-creating (bringing something meaningful and significant into the world, together)  We love bringing you a second opinion on toxic ideas in business. We examine alternatives— from history to underlying paradigms. Our gift is clear thinking and discerning wisdom.  Engage with us. Raise your voice. Join us in co-creation. Don’t let toxic practices go quietly into the world, unexamined.  If our podcast stirs you up, knocks you back on your heels or just makes you jump for joy, consider joining now as a spontaneous or sustaining patron. Give Now  • This podcast was sponsored by REBBL. The show notes are sponsored by Numi Tea. Please support our podcast by supporting our sponsors. Thank you!!!!  Carol Sanford and Zac Swartout, co-producers Descriptive paragraph Business Second Opinion Podcast digs deep to answer questions about business and business practice, you may not know you need to ask. But we believe you should be asking for the benefit of your understanding and your businesses ethics and practice. In the process of answering them, we give you a second opinion, usually a contrarian opinion, but that is well tested and proven to give the outcomes you really want without the side effects.  … In today’s show, we examined: This episode is the first of two on the debate, even the war between the idea of hierarchies as the best way to manage people-or not; for the business for the people being managed. We examine and debunk three myths in these two episodes. … * * * * * FIND US AT BusinessSecondOpinion.com. • For more extensive show notes from today’s episode • To offer topics or an article to critique • To share your own experience with our ideas • To sign up for our newsletter * * * * * WAYS TO CONNECT WITH CAROL SANFORD EVENTS OR HER WAY OF THINKING • Explore how you can learn to apply the alternative approaches offered in Business Second Opinion.   Participate in The Regenerative Business Development Community series with 10-12 other business. Options include: Strategic Thinking/Business Development or Leadership of Industry and Market.   The Regenerative Business Summit: a one-day event (4 Time Zones- USA eastern and western state, EMEA, Deep Pacific) on Strategic thinking and Leadership for non-displace-ability in your markets. Meet others who have been doing this successfully and making a difference. • Pursue how Carol gets to the ideas she does. Explore how to integrate Systemic Critical Thinking Skills, based on a Living Systems Paradigm into your practice of coaching, consulting, and mentoring. Join the Change Agent Development Community. Four online or local options  Explore joining the community or email Carol • Apply the concepts in the Business Second Opinion Podcast to roles you personally play in and beyond business. E.g. parent, designer, earth tender, educator, media content creator, entrepreneur, citizen, economic shaper, spirit resource (coach, ministering, therapist). Join, for free, The Regenerative Human Book Project Check it out. Email to join or ask questions.  • Read Carol’s books or join a book club  The Regenerative Business: Redesign Work, Cultivate Human Potential, Achieve Extraordinary Outcomes  The Responsible Entrepreneur: Four Game-Changing Archetypes for Founders, Leaders, and Impact Investors  The Responsible Business: Reimagining Sustainability and Success  No More Feedback: Cultivate Consciousness at Work Her books have won over 15 awards so far and are required reading at leading business and management schools including Harvard, Stanford, Haas Berkeley and MIT and almost 100 other academic institutions. Carol also partners with producing Executive Education through Babson College, Kaospilot in Denmark and University of Washington, Bothell, WA, sponsored by The Lewis Institute at Babson. * * * * * DO YOU LIKE WHAT YOU HEAR? • Please rate and review this podcast wherever you go for podcasts. • Donating = Co-creating (bringing something meaningful and significant into the world, together)  We love bringing you a second opinion on toxic ideas in business. We examine alternatives— from history to underlying paradigms. Our gift is clear thinking and discerning wisdom.  Engage with us. Raise your voice. Join us in co-creation. Don’t let toxic practices go quietly into the world, unexamined.  If our podcast stirs you up, knocks you back on your heels or just makes you jump for joy, consider joining now as a spontaneous or sustaining patron. Give Now  • This podcast was sponsored by REBBL. The show notes are sponsored by Numi Tea. Please support our podcast by supporting our sponsors. Thank you!!!!  Carol Sanford and Zac Swartout, co-producers

In episode 32 (along with episode 31) of Your Creative Force, we are taking a deep dive into the topic of Creative Leadership even further. We are looking more in depth at the exact whys and hows associated with Creative Leadership. Since Creative Leadership has not been considered an official form of leadership in most high profile industries for a very long time, it is a fairly new concept for many leaders, especially those who have been myopically stooped in older styles of leadership, like leadership by means of Scientific Management, Autocratic Leadership or Laissez-Faire types of leadership styles (pease listen to episode 31 to learn more about the context of Leadership Styles from past to present). The older leadership styles are still relevant in certain leadership contexts, which Avianne explains in greater detail, but they are no longer effective without implementing them under the umbrella of Creative Leadership. No leader operates in isolation. Good leaders have good teams that enable effective results in a business and in today's world, this may even affect the longevity of a business as a whole. Creative leadership is a secret weapon, Avianne believes, that every true leader should have in their arsenal. This is part 2 of a 2 part series on the topic of why and how exactly there is tremendous power in practicing Creative Leadership.Connect with Avianne at www.ArtByAvianne.com and www.TakeArtClasses.com. On Facebook atwww.Facebook.com/AvianneCreativeForce and https://www.facebook.com/TheRealAvianne. Email Avianne at CoachAvianne@gmail.com.

This episode is the first in a series produced in collaboration with the Society for Vascular Surgery Young Surgeons Advisory Committee (SVS YSC). This episode will focus on establishing a research lab and setting the groundwork for a productive academic career. Our guests for this episode are two members of the Young Surgeons Advisory Committee, Dr. Mohamed Zayed and Dr. Nicholas Osborne. Dr. Mohamed Zayed (zayedm@wustl.edu) has been an assistant professor of surgery at Washington University in St. Louis since 2014.  He received his medical degree and Ph.D. in pharmacology from UNC and vascular surgery residency training from Stanford.  He has received many research awards for his translational research, including the Vascular Cures Wylie Scholar, American Surgical Association Foundation Fellow and in 2016 was awarded a K08 career development grant from the NIH, National Heart Lung and Blood Institute. Dr. Nicholas Osborne (nichosbo@umich.edu, @nichosbo) has been an assistant professor of vascular surgery at the University of Michigan in Ann Arbor, Michigan since 2014.  He received his medical degree from Dartmouth and general surgery residency and vascular surgery fellowship at the University of Michigan.  He has received multiple awards for his health services research from the American Heart Association, industry and has submitted a grant through the NIH Department for Health and Human Services. Resources discussed on the show: AAS: https://www.aasurg.org/awards/ AAS Fall Courses: Grant writing course: https://www.aasurg.org/aas-fall-courses/ ASC AAS Investigator's Course: https://academicsurgicalcongress.org/sic/ Wylie Scholars Grant: https://vascularcures.org/wylie-scholar-program-2/ VESS:  https://vesurgery.org/grants-awards/ AVF: https://www.veinforum.org/avf-foundation/bsn-jobst-research-grant/ AHA: https://professional.heart.org/professional/ResearchPrograms/ApplicationInformation/ScientistPrincipalinvestigators/UCM_316962_For-Scientists.jsp SVS: https://vascular.org/career-tools-training/awards-and-scholarships Association of VA Surgeons: https://www.vasurgeons.org/research-awards.html HHMI downloadable book: Making the Right Moves: A Practical Guide to Scientific Management for Postdocs and New Faculty Melina Kibbe's book: Success in Academic Surgery: Basic Science Three main categories of research funding: Institutional microgrants Internal funding mechanisms through research centers or foundations at your institution: university, VA, etc. SVS Other professional societies' awards: AHA, ADA, VESS, etc. Foundation award K award series: career development grants for early-stage investigators R01: highest level, most coveted NIH funding

In episode 116 of Financially Simple, Justin looks at the history of Operations Management. Business and Industry has come a long way since the Industrial Revolution in the early 20th Century, with advancements in technology as well as the Operational Processes that manage them. Justin gives a brief history of the development of Operations Management over the last 100 years - looking at the key points of the evolution of Operations, and where it's headed next. Don't forget to subscribe, and let us know how we are doing by leaving a review. Thanks for listening! ARTICLE TRANSCRIPT: BLOG: The Evolution of Business Operations Management   TIME INDEX: 00:43 - The History of Operations Management 01:32 - The Principles of Scientific Management 02:34 - Assembly Line/Parts Standardization 03:41 - Method-Time Measurement 05:52 - Toyota Production System 06:58 - Six Sigma 08:10 - ISO 9000 08:39 - Lean Operations 10:03 - The 5 Key Principles of Lean 10;46 - 8 Waste Obstacles of the Lean Process 13:26 - Business Process Re-Engineering 13:49 - 7 Components of Business Process Re-Engineering 18:44 - Next Generation Risk Management 22:08 - Summary   USEFUL LINKS: Financially Simple Financially Simple on YouTube Financially Simple on Facebook Financially Simple on Twitter ________ BIO: Justin A. Goodbread, CFP®, CEPA, CVGA, is a nationally recognized financial planner, business educator, wealth manager, author, speaker, and entrepreneur. He has 20+ years of experience teaching small business owners how to start, buy, grow, and sell businesses. He is a multi-year recipient of the Investopedia Top 100 Advisor and 2018 Exit Planning Institute's Exit Planner Leader of the Year.DISCLOSURES:This podcast is distributed for informational purposes only. Statements made in the podcast are not to be construed as personalized investment or financial planning advice, may not be suitable for everyone, and should not be considered a solicitation to engage in any particular investment or planning strategy. Listeners should conduct their own review and exercise judgment or consult with their own professional financial advisor to see how the information contained in this podcast may apply to their own individual circumstances. All investing involves the risk of loss, including the possible loss of principal. Past performance does not guarantee future results and nothing in this podcast should be construed as a guarantee of any specific outcome or profit. All market indices discussed are unmanaged, do not incur management fees, costs and expenses, and cannot be invested into directly. Investment advisory services offered by WealthSource Partners, LLC. Neither WealthSource Partners, LLC nor its representatives provide legal or accounting advice. The content of this podcast represents the views and opinions of Justin Goodbread and/or the podcast's guests and do not necessarily represent the views and/or opinions of WealthSource Partners, LLC. Statements made in this podcast are subject to change without notice. Neither WealthSource Partners, LLC nor its representatives, the podcast's hosts, or its guests have an obligation to provide revised statements in the event of changed circumstances. Certified Financial Planner Board of Standards, Inc. (CFP Board) owns the CFP® certification mark, the CERTIFIED FINANCIAL PLANNER™ certification mark, and the CFP® certification mark (with plaque design) logo in the United States, which it authorizes the use of by individuals who successfully complete CFP Board's initial and ongoing certification requirements.   Advisors who wished to be ranked in Investopedia's Top 100 Financial Advisors list either self-submitted answers to questions compiled by Investopedia or were nominated by peers.  Rankings were determined based on the number of followers and engagement on social media, primary contribution to professional industry websites, and their focus on financial literacy.  Neither performance nor client experience, however, were considered.  No compensation was paid by WealthSource Partners, LLC or Justin Goodbread to secure placement on Investopedia's Top 100 Financial Advisors List.   The Exit Planning Institute's Leader of the Year is awarded to a nominee who is a CEPA credential holder who has made a significant impact or contribution to the exit planning profession or overall community through innovation and influence and is viewed by the Exit Planning Institute as a thought leader, risk-taker and specialist while showing characteristics of collaboration.   This podcast might recommend products or services that offer Financially Simple compensation when you use them. This compensation is used to help offset the cost of creating the content. We will, however, never suggest products/services solely for the compensation we receive.

Do you remember the Principles of Scientific Management? The one from 50 episodes ago? As we continue to celebrate this milestone of the podcast, please join us for a trip down memory lane to Episode 1, originally aired on 13 October 2015! But that's not it - to complement the podcast, we have produced and released the audiobook version of Taylor's classic text! So if you (or anyone you know) ever wanted to read his work but could not find the time to do so, it is now available to listen to! Featuring a new historical introduction that sets the text in contemporary management theory context, The Principles of Scientific Management is a must-have work for any serious management scholar or enthusiast. As a treat to our listeners only, this re-release of Episode 1 features the Historical Introduction chapter from the audiobook! Please share and enjoy!You can listen to the book for free here: https://www.audible.co.uk/pd/B07KY2THBF/?source_code=AUKFrDlWS02231890H6-BK-ACX0-135067&ref=acx_bty_BK_ACX0_135067_rh_uk , or get it on Amazon or iTunes.

Von Frederick Winslow Taylor und seinem Scientific Management hatte ich viele Jahre zuvor in meinem BWL-Studium gehört. Doch die Taylorwanne habe ich erst vor zwei Jahren bei Gerhard Wohland entdeckt. Dieser hat auf seiner Webpage verschiedene Denkzettel als pdf-Datei zum Download bereitgestellt. Beim Durcharbeiten dieser Denkzettel wurde mir vieles klar, was ich mir vorher nicht hatte erklären können. Es ist eine augenöffnende Lektüre, die ich jedem nur empfehlen kann. Ein Denkzettel, nämlich der über die Taylorwanne, hat mich besonders beeindruckt, weil ich mit ihr viele Phänomene in Prüfungen, Schadenfälle, Regelbrüche und Herausforderungen der organisationalen Praxis endlich erklären konnte. Hier der Link zu diesem Denkzettel mit der Taylorwanne: http://dynamikrobust.com/wp-content/uploads/2016/03/Denkzettel-7-Taylorwanne.pdf In diesem Podcast erzähle ich etwas über diesen Denkzettel und was dies für die Interne Revision bedeutet. Viel Spaß beim Anhören und erfolgreiche Prüfungsprozesse.

In our 8th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Topics in this episode include: Frederick Winslow Taylor and Deming management Is Deming management old and outdated? The original management consultant 4 Principles of Scientific Management book - Deming's Profound Changes

Business studies

--{ "The U.N.'s Holy Orders Demand Depopulation By Training the Victims Through Education" © Alan Watt }-- Beginning of a New Chapter - Years of Social Indoctrination - Age of Transition - Repetition - Consensus - Plato on Entertainment - Fake News - Slang Matches on Twitter - Meat is Bad, Farming is Bad - Eating Insects for Protein - NAFTA Renegotiation - Lord Milner Group, RIIA, CFR, Pacific Rim - Three Trading Blocs, Three Parliaments - European Union - CIGI in Canada - Socialism is Scientific Management of the Public - Scotland, Advocate for Every Child - Psychologically Tested Throughout Life - WWI, Depression, WWII - Herd Management - Freemasonry - United Nations - Mandated Austerity - No Private Vehicles, Agenda 21 - Canada's Aggressive Pro-Abortion International Aid Policy - No Kids, No Cars, No Meat, No Flying! - U.N. Urges Meat and Dairy-Free Diet - Sustainable Development at the U.N.'s High-level SDG Action Event on Education - More Scenes of the Apocalypse from Al Gore - Time to Put Ourselves Back Up on the Pedestal. *Title and Dialogue Copyrighted Alan Watt - July 23, 2017 (Exempting Music and Literary Quotes)

Scottish Liberty Podcast episode 13 brought to you by Antony Sammeroff and Tom Laird and Caz Paul. Three Scottish Libertarians discuss The Green Party, Climate Change, Global Warming, Fossil Fuels, Recycling, The Free Market, Agriculture, Environment, Environmentalism, Scientific Management of Resources, Rainforest, Deforestation, 3rd World Development, Energy Crisis, Biofuel, Nuclear Energy, Nuclear Power, Fracking, GMO, European Economic Community, Monsanto, Meat Industry, Vegetarianism, Veganism, Stevia.

A full house of management theory, Banana Time: Job Satisfaction and Informal Interactions, is a classic ethnographic text set against the backdrop of a Tayloristic organization. The author, Donald Roy, provides an account of what it was like to work there for two months all the while dealing with extreme monotony, fatigue and multiculturalism.While this work is not particularly 'heavy' in terms of theory and postulations, Roy alludes to, directly or indirectly (usually the latter) to such themes as Scientific Management, esprit de corps, Hawthorne Studies, motivation and self-actualization, time and motion studies, humour, play, and lived experience of time. Needless to say, this is an amazing text well-worth reading and re-reading.

Join us as we conclude our discussion of this amazing film that is 12 Angry Men! In part two we delve into knowledge and epistemology, power, motivation and leadership (among many other exciting areas). We also continue tracing themes from the film to our past episodes, including Scientific Management of F.W. Taylor, Motivation theories of Abraham Maslow and Elton Mayo, Organization theory of Chester Barnard and authority theory of Max Weber!

How to issue orders? When is it right to do so? Are you going to hurt the feelings of your employees? Does it matter? These and many other questions are at the centre of 'The Giving of Orders' (1926) by Mary Parker Follett. This seminal work written at the height of Scientific Management dares to compete with the establishment and, in doing so, contributes so much to our current understanding of business and organization. Easy to read and simple to follow, this text is a lecture given by Mary Parker Follett at a scientific management conference where she outlined a part of her scholarship - all in all, an excellent overview of something as central to management as the giving of orders.

In Episode 2 we convene to discuss Chapter 4 of General and Industrial Management by Henri Fayol. This work was composed only a few years after The Principles of Scientific Management by F.W. Taylor (Episode 1) and yet it remained virtually unknown to the English-speaking world until 1949. Never the less, Fayol's ideas have been, and still are, central to management theory and practice. Join us for part one to learn what is it that makes this French mining engineer turned CEO a noteworthy figure and how his contributions still matter today. 

We are proud to inaugurate the podcast with a discussion of the theory of Scientific Management by F.W. Taylor. Join Dmitrijs, Ralph, Pedro and Miranda as they talk about Taylor's views on human motivation, knowledge and expertise, role in the development of commercial bureaucracy and why he advocated management based on systematic measurement and tasks in favor of anything else.

Ron and Ed discuss the Cult of Efficiency beginning with an explanation of Frederick Winslow Taylor the father of so called Scientific Management. Business aren't paid to be efficient. There's nothing more useless than being efficient at doing the wrong things. Industries at peak efficiency are destined for obsolescence, think buggy whip manufacturers. Effectiveness trumps efficiency and creates true competitive advantage. Would you want an efficient or effective heart surgeon? This is why Walt Disney didn't produce Snow White and Three Dwarfs. The McKinsey Maxim of What you can measure you can manage will also be discussed, and why it's dangerously wrong. Also, why Frederick Taylor was wrong in treating management as a science, and Ron and Ed will propose a superior concept to effectiveness. That of efficaciousness.

Ron and Ed discuss the Cult of Efficiency beginning with an explanation of Frederick Winslow Taylor the father of so called Scientific Management. Business aren't paid to be efficient. There's nothing more useless than being efficient at doing the wrong things. Industries at peak efficiency are destined for obsolescence, think buggy whip manufacturers. Effectiveness trumps efficiency and creates true competitive advantage. Would you want an efficient or effective heart surgeon? This is why Walt Disney didn't produce Snow White and Three Dwarfs. The McKinsey Maxim of What you can measure you can manage will also be discussed, and why it's dangerously wrong. Also, why Frederick Taylor was wrong in treating management as a science, and Ron and Ed will propose a superior concept to effectiveness. That of efficaciousness.

Ron and Ed discuss the Cult of Efficiency beginning with an explanation of Frederick Winslow Taylor the father of so called Scientific Management. Business aren't paid to be efficient. There's nothing more useless than being efficient at doing the wrong things. Industries at peak efficiency are destined for obsolescence, think buggy whip manufacturers. Effectiveness trumps efficiency and creates true competitive advantage. Would you want an efficient or effective heart surgeon? This is why Walt Disney didn't produce Snow White and Three Dwarfs. The McKinsey Maxim of What you can measure you can manage will also be discussed, and why it's dangerously wrong. Also, why Frederick Taylor was wrong in treating management as a science, and Ron and Ed will propose a superior concept to effectiveness. That of efficaciousness.

Notes, References, and Links for further study: Tragedy and Hope dot com Invitation to the Tragedy and Hope online community (link expires monthly) Log in page for the Tragedy and Hope online community Peace Revolution primary site (2009-2012)* Peace Revolution backup stream (2006-2012)* Includes the 9/11 Synchronicity Podcast (predecessor to Peace Revolution) *These 2 podcasts amount to 250+ hours of commercial-free educational content, which formulate a comprehensive and conscious curriculum. The Ultimate History Lesson dot com (the film, notes, references, transcript, etc.) Research Bonus Pack and Gatto Fundraiser Pack(fundraiser for media partners and JTG) Partner Coupon Codes (MUST BE IN ALL CAPS): GNOSTICMEDIA CORBETTREPORT MEDIAMONARCHY REDICERADIO SCHOOLSUCKS MERIAHELLER FREEDOMSPHOENIX FTL (for FreeTalkLive) The Ultimate History Lesson Official Playlist (on YouTube) The Ultimate History Lesson (Torrents) (Video) The Ultimate History Lesson (5+ hours / 1080p HD mp4) (Audio) The Ultimate History Lesson + Commentary (16+ hours / mp3) If you're interested in downloading the torrent versions, please send an email to: Editors@TragedyandHope.com with the word “torrent” in the subject line. What is a Torrent? (on Wikipedia) uTorrent (software to create and download torrent files) Reference Map to Episode 059: (minutes 0-6min) A TED Talk on Income Inequality by Nick Hanauer (6m-8m) Samples from  The New World Order  and The World Order by Eustace Mullins (8m-19m) Sample from “The Underground History of American Education” by John Taylor Gatto (2001); Chapter 9 “The Cult of Scientific Management” (19m-27m ) Cody Hall on FTL (27m-32m ) Cody Hall on School Sucks Live! Episode 149e (Porcfest Micro-Series) (32m-1h4m) Richard's introductory monologue (Book) The Ayn Rand Lexicon: Objectivism from A to Z edited by Harry Binswanger (Definition) Self-Defense (See also: Draft; Foreign Policy; Government; Individual Rights; Life, Right to; Pacifism; Retaliatory Force; War.) (Definition) Kleptoparasitism (on Wikipedia) (Reference) Intraspecific Kleptoparasites / Search: Rothschild (in the document) (Document) U.S. Congressional Record 76th Congress August 19th – September 5th, 1940 by Hon. Jacob Thorkelson (Person ) Jacob Thorkelson (on Wikipedia) (Book) The Scientific Outlook (1931) by Bertrand Russell (pdf available on Archive.org, 1954 edition) (1h4m-2h) Corbett Report episode 234: How to Carve Up the World (Event) The Sykes-Picot Agreement (on Wikipedia) (2h-2h45m) The World Order by Eustace Mullins (Reference) American International Corporation (Modern History Project) (Related Articles) • George Pratt Shultz: Profile of a Hit Man * • Final Warning: A History of the New World Order * • America's Secret Establishment ** • The World Order ******* • Wall Street and F.D.R. ******* • Wall Street and the Bolshevik Revolution ********** (2h45m-4h16m) The Cult of Scientific Management by John Taylor Gatto (Person) Frederick Winslow Taylor (on Wikipedia) (4h16m-5h21m) Corbett Report episode 232: AIG Exposed (5h21m-5h54m ) The World Order by Eustace Mullins (different lecture, same topic) See Also: Peace Revolution episodes: 002, 008, 018, 021, 032, 043   Would You Like To Know More? Dig in to Peace Revolution's partner podcasts: Corbett Report dot com Media Monarchy dot com Gnostic Media Podcast Red Ice Creations School Sucks Project Podcast Meria dot net Other productions by members of the T&H network: The Ultimate History Lesson: A Weekend with John Taylor Gatto (2012) a journey into the dark heart of public schooling, revealing how America became incoherent, one student at a time. Navigating Netflix (2011) our video series wherein we conduct a critical analysis of films you might have missed; Navigating Netflix is available for free on YouTube. "Memories of a Political Prisoner", an interview with Professor Chengiah Ragaven, graduate of Oxford, Cambridge, and Sussex; AFTER he was a political prisoner, who was exiled from South Africa, during Apartheid. (2011) What You've Been Missing! (2011) is our video series focusing in on the history of corruption in our public education system. Top Documentary Films dot com: Hijacking Humanity by Paul Verge (2006) Top Documentary Films dot com: Exposing the Noble Lie (2010) Top Documentary Films dot com: The Pharmacratic Inquisition by Jan Irvin (2007) THANK YOU FOR YOUR SUPPORT! If you would like to donate so that we can continue producing independent media without commercial advertising, simply click the button below for a one-time donation: Alternatively, You can become a Member and Support our ability to create media for the public (while You make new friends and enjoy educating yourself along the way) by subscribing to the Tragedy and Hope Community: Monthly @ $14.95 / month Yearly @ $120.00 / year *Subscription details on TragedyandHope.com

Notes, References, and Links for further study:Tragedy and Hope dot comInvitation to the Tragedy and Hope online community (link expires monthly)Log in page for the Tragedy and Hope online communityPeace Revolution primary site (2009-2012)*Peace Revolution backup stream (2006-2012)*Includes the 9/11 Synchronicity Podcast (predecessor to Peace Revolution)*These 2 podcasts amount to 250+ hours of commercial-free educational content, which formulate a comprehensive and conscious curriculum.The Ultimate History Lesson dot com (the film, notes, references, transcript, etc.)Research Bonus Pack and Gatto Fundraiser Pack (fundraiser for media partners and JTG)Partner Coupon Codes (MUST BE IN ALL CAPS):GNOSTICMEDIACORBETTREPORTMEDIAMONARCHYREDICERADIOSCHOOLSUCKSMERIAHELLERFREEDOMSPHOENIXFTL (for FreeTalkLive)The Ultimate History Lesson Official Playlist (on YouTube)The Ultimate History Lesson (Torrents)(Video) The Ultimate History Lesson (5+ hours / 1080p HD mp4)(Audio) The Ultimate History Lesson + Commentary (16+ hours / mp3)If you're interested in downloading the torrent versions, please send an email to: Editors@TragedyandHope.com with the word “torrent” in the subject line.What is a Torrent? (on Wikipedia)uTorrent (software to create and download torrent files)Reference Map to Episode 059:(minutes 0-6min) A TED Talk on Income Inequality by Nick Hanauer(6m-8m) Samples from  The New World Order  and The World Order by Eustace Mullins(8m-19m) Sample from “The Underground History of American Education” by John Taylor Gatto (2001); Chapter 9 “The Cult of Scientific Management”(19m-27m ) Cody Hall on FTL(27m-32m ) Cody Hall on School Sucks Live! Episode 149e (Porcfest Micro-Series)(32m-1h4m) Richard's introductory monologue(Book) The Ayn Rand Lexicon: Objectivism from A to Z edited by Harry Binswanger(Definition) Self-Defense (See also: Draft; Foreign Policy; Government; Individual Rights; Life, Right to; Pacifism; Retaliatory Force; War.)(Definition) Kleptoparasitism (on Wikipedia)(Reference) Intraspecific Kleptoparasites / Search: Rothschild (in the document)(Document) U.S. Congressional Record 76th Congress August 19th – September 5th, 1940 by Hon. Jacob Thorkelson(Person ) Jacob Thorkelson (on Wikipedia)(Book) The Scientific Outlook (1931) by Bertrand Russell (pdf available on Archive.org, 1954 edition)(1h4m-2h) Corbett Report episode 234: How to Carve Up the World(Event) The Sykes-Picot Agreement (on Wikipedia)(2h-2h45m) The World Order by Eustace Mullins(Reference) American International Corporation (Modern History Project)(Related Articles)• George Pratt Shultz: Profile of a Hit Man *• Final Warning: A History of the New World Order *• America's Secret Establishment **• The World Order *******• Wall Street and F.D.R. *******• Wall Street and the Bolshevik Revolution **********(2h45m-4h16m) The Cult of Scientific Management by John Taylor Gatto(Person) Frederick Winslow Taylor (on Wikipedia)(4h16m-5h21m) Corbett Report episode 232: AIG Exposed(5h21m-5h54m ) The World Order by Eustace Mullins (different lecture, same topic)See Also: Peace Revolution episodes: 002, 008, 018, 021, 032, 043 Would You Like To Know More? Dig in to Peace Revolution's partner podcasts:Corbett Report dot comMedia Monarchy dot comGnostic Media PodcastRed Ice CreationsSchool Sucks Project PodcastMeria dot netOther productions by members of the T&H network:The Ultimate History Lesson: A Weekend with John Taylor Gatto (2012) a journey into the dark heart of public schooling, revealing how America became incoherent, one student at a time.Navigating Netflix (2011) our video series wherein we conduct a critical analysis of films you might have missed; Navigating Netflix is available for free on YouTube."Memories of a Political Prisoner", an interview with Professor Chengiah Ragaven, graduate of Oxford, Cambridge, and Sussex; AFTER he was a political prisoner, who was exiled from South Africa, during Apartheid. (2011)What You've Been Missing! (2011) is our video series focusing in on the history of corruption in our public education system.Top Documentary Films dot com: Hijacking Humanity by Paul Verge (2006)Top Documentary Films dot com: Exposing the Noble Lie (2010)Top Documentary Films dot com: The Pharmacratic Inquisition by Jan Irvin (2007)THANK YOU FOR YOUR SUPPORT! If you would like to donate so that we can continue producing independent media without commercial advertising, simply click the button below for a one-time donation: Alternatively, You can become a Member and Support our ability to create media for the public (while You make new friends and enjoy educating yourself along the way) by subscribing to the Tragedy and Hope Community: Monthly @ $14.95 / month Yearly @ $120.00 / year *Subscription details on TragedyandHope.com

This week, standing against the Vampires, Demons and forces and Darkness, the Dissecting Duo Delve into the Buffyverse, looking at the leadership (and otherwise) of the forces of Light and Darkness as they struggle over the Hellmouth.  Subjects Covered: - Who is in charge of the Scoobies? and who should be?  - Why does Giles keep getting bashed on the head, and why doesn't buy a tin hat?  - Is the Master a proponent of Scientific Management?  - Is the Mayor the best leader in the Buffyverse?  - Middle Management at Wolfram and Hart - What are the Watchers Council actually for?  and much more! Comments to dissectingworlds@yahoo.co.ukor harass us at @theGrampus for Matt or @clarkythecruel for Kehaar or for plain unadulterated pod news @DissectingWrlds