Comment on: Correction vs Prevention in Software Development
I think both prevention and designing the software and management system so that rapid correction is possible are important. While rare events may be difficult to prevent when looking at each instance there are styles of coding that make more "edge case" failures more likely. Coding so that the system is as robust as possible is wise but you should also realize those efforts will likely not be perfect and so designing in visible notifications of failure and coding so rapid correction is possible is necessary.
In addition to the need to update quickly for bugs, software should be easy to update due to changing requirements and to aid in continual improvement efforts.
Related: Improving Software Development with Automated Tests - Software Supporting Processes Not the Other Way Around - Building a System to Reduce Interruptions for Software Developers
- Use Urls: Don’t Use Click x, Then Click y, Then Click z Instructions
This now serves as a blog to collect some of the comments I make on other blogs related to management improvement (Deming, lean thinking, six sigma, leadership, systems thinking, respect for people...). Read my main management blog: Curious Cat Management Improvement Blog
Wednesday, July 19, 2017
Wednesday, July 12, 2017
Earning the Trust of Employees
My comments on: Why good employees (should not) leave (good companies)? – The employer perspective
One of the very challenging tasks as a manager is to get people to trust bringing up difficult topics. Often people are punished for doing so. Most people learn to keep quiet about management problems. Even when managers say they want to hear there are many instances when they then punish those who speak up.
I agree with you that for organizations to flourish management must know what needs to be improved. But few executives or managers put in the effort to earn people's trust. But building that trust is what organizations that want to flourish need to do.
Related: Ignoring Unpleasant Truths is Often Encouraged - How to Create a Continual Improvement Culture - Practical Ways to Respect People - The Problem is Likely Not the Person Pointing Out The Problem - Build an Environment Where Intrinsic Motivation Flourishes
One of the very challenging tasks as a manager is to get people to trust bringing up difficult topics. Often people are punished for doing so. Most people learn to keep quiet about management problems. Even when managers say they want to hear there are many instances when they then punish those who speak up.
I agree with you that for organizations to flourish management must know what needs to be improved. But few executives or managers put in the effort to earn people's trust. But building that trust is what organizations that want to flourish need to do.
Related: Ignoring Unpleasant Truths is Often Encouraged - How to Create a Continual Improvement Culture - Practical Ways to Respect People - The Problem is Likely Not the Person Pointing Out The Problem - Build an Environment Where Intrinsic Motivation Flourishes
Tuesday, July 04, 2017
Using Money to Motivate Creates More Problems Than Benefits
Comments on: Employee Motivation and Lean Implementation – Part 2: Money
Well said. Nearly all "motivation" efforts such as bonuses create far more problems than benefits. Paying people fairly is important, if they don't have enough to live they will be distracted and seeking new options.
And if they are substantially underpaid compared to the market (even if they have enough to live comfortably) they will be prone to seek new alternatives and be disgruntled because they feel they are being treated unfairly.
The best "motivation" managers can provide is to eliminate the de-motivation created by poor practices in the management system.
Sadly these are often common and managers can keep themselves very busy just doing this. If not, they are likely very lucky and probably have no motivation problems to worry about.
Related: Why Extrinsic Motivation Fails - The Defect Black Market - Dangers of Extrinsic Motivation - Extrinsic Incentives Kill Creativity - A "Demotivated" Workforce is a Symptom of the Culture of the Organization - The Potential Benefits, Risks and Folly of Stretch Goals
Well said. Nearly all "motivation" efforts such as bonuses create far more problems than benefits. Paying people fairly is important, if they don't have enough to live they will be distracted and seeking new options.
And if they are substantially underpaid compared to the market (even if they have enough to live comfortably) they will be prone to seek new alternatives and be disgruntled because they feel they are being treated unfairly.
The best "motivation" managers can provide is to eliminate the de-motivation created by poor practices in the management system.
Sadly these are often common and managers can keep themselves very busy just doing this. If not, they are likely very lucky and probably have no motivation problems to worry about.
Related: Why Extrinsic Motivation Fails - The Defect Black Market - Dangers of Extrinsic Motivation - Extrinsic Incentives Kill Creativity - A "Demotivated" Workforce is a Symptom of the Culture of the Organization - The Potential Benefits, Risks and Folly of Stretch Goals
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