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People create organizations. The link between the organi-
zation and a person is psychological.
The world’s longest bridge...
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13 Scientific solution to team leadership

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13 Scientific solution to team leadership

  1. 1. People create organizations. The link between the organi- zation and a person is psychological. The world’s longest bridge is Kunshan Grand Bridge in China, part of the Beijing-Shanghai High-Speed Railway. The bridge, which opened in June 2011, spans 165 kilome- ters. Imagine building that bridge. Imagine the engineering behind the plans. Imagine the science behind the engineer- ing. Do you think the bridge could have been built at all without the science? From the science emerged the engi- neering, from the engineering was developed the blue- prints. The depth of understanding gave confidence that the bridge would be safe. Why are organizations different? The usual response is they deal with people and people are unpredictable. What exactly makes people unpredictable? Is human nature unpredictable? Is the structure of human psychology unpre- dictable? In 1927, at the Solvay Physics conference in Copenhagen, the world’s leading physicists of the day determined that the fundamental equation of quantum physics was a proba- bility equation. A disgruntled Einstein disagreed and quipped ‘God does not play dice’, to which Bohr reputably replied ‘Albert, stop telling God what to do.’ For the fol- lowing ten years, Einstein and Bohr, who were friends, argued in the literature over the nature and interpretation of quantum equations. Then came the WWII, and the atom bomb. By say, 1950, the debate was all but settled, the view was that if a science equation gets the right an- swer then the equation had to be right and reflect what was happening. Quantum equations were probabilistic, hence the universe was probabilistic. What has this to do with management? Well, just about everything. Considerations of psychology, society and the like extend deep into Western history. However it is agreed that the modern term social science emerges in the first half of the 20th century. Further that the primary tool of for study of social science was statistics, again settled upon early-mid 20th century (for extended discussions put history of social science in Google). To argue there was in psychology left hanging the ques- tion of the interpretation of quantum physics. How can there be definite causal structure in social science and not in physics? We come to today, statistics dominate social science. The explanation of why organizations are different then fol- lows... people are unpredictable. However, the reason is NOT that the inherent intellectual structure underlying is probabilistic, but that if one is to argue it is not then one faces the issues of causality in physical science. What is causality? Is what we know of cause knowledge? Yes, it must be, therefore what exactly the relationship between cause and knoweldge? People create knowledge. Therefore what exactly is the relationship between human psychology and knowledge? Knowledge and cause and psychology are linked, and to solve one is to solve them all, therefore what exactly is the structure of a general theory of psychology and how is it linked to general theories of cause, and knowledge? ...etc...None of these questions is resolved within current global best practice social science. All the questions are resolved in posts at www.linkedin.com/in/grahamrlittle. Also in the book The Origin of Consciousness, currently sixth edition being prepared, but earlier edition at www.lulu.com/spotlight/grahamlittle. With this background, let’s get practical. The intellectual issues are as to this leadership technology as the science is to the bridge. The practical technology and how it is managed On the left is the scientific variable, in the middle are the practical factors team leaders use to improve staff performance, and on the right are the cultural audit factors measured quarterly. Newsletter 13 A scientifically proven balanced solution to human performance as a driver of results Newsletter topics 1. Seeking new thinking. 2. How to double profits. 3. Goal—action. 4. Linking staff action to strategy. 5. Human performance driving results. 6. HR as rollout of strate- gy. 7. Behavioral structure of the organization. 8. Understanding human psychology. 9. Linking people to be- havioral structure. 10. Perfect human perfor- mance. 11. Performance manage- ment moving actual toward perfect perfor- mance. 12. Built in flexibility. 13. A scientifically proven balanced solution to human performance as a driver of results. 14. Redefining engage- ment. 15. Culture. 16. All HR policy changes. 17. Lifting expectation. 18. Redefining leadership. 19. Redefining manage- ment. 20. Why has it not been done before? 21. Stop. Reflect. Chose and improve. 22. Why can’t we do it ourselves? 23. Mind of the CEO. 24. HR as the ‘right hand’ of the CEO. 25. Building a ‘verbal ready’ Executive. 26. Understanding human motivation. 27. Building and imple- menting an integrated motivation policy. 28. Human capital. 29. Finding and develop- ing talent. 30. Choosing better ideas. Reading these newsletters you will gain new insight into how to manage the link between people and your organization so that both benefit by increased results, greater success, increased profits, more fulfilling work, and greater satisfaction. Contact: info@opdcoach.com to meet and explore how this system will lift results in your business. Alternative advise us, do not send, if you do not wish to receive more emails. Organization. Business plan for period. 1. Goal cascade, KPIs in every role. 2. Ideal actions derived from KPIs. 3. Role specifications. Psychology 4. Choice. 5. Engagement 6. Acceptance. 7. Agreement. 8. Clarity. 9. Motivation. Fundamental is ideas in mind with action arising from those ideas given momentum by associated emotions. Management factor. • Improve the goal cascade. • Sharpen ideal actions. • Clarify role specification, integrate business processes, operations policy. • Review choice of each person to be successful at work. • Review commitment of person to actively seek work life success. • Review with person their acceptance of the role specification. • Review with person they agree that doing the ideal actions offers greatest chance of greatest success. • Review with person they are clear on the role specification, and have a clear game plan in mind. • Review with person they have no negative feelings about doing ideal actions. That they feel supported by their team leader in the striving to deliver the game plan each day. Practical actions the team leader can take that will improve the audit for next time. Improve the audit, results improve. Cultural audits. • Focus. Audits 1, 6, 7. • Accuracy. Audits 2, 3, 8. • Commitment. Audits 4, 5, 7, 9. • Leadership. Audits 9, 4, 5, 6, 7, 8. • Business pro- cesses. Audits 3, 7, 8. From the audit result, the team leader decides action on the factors judged to improve the audit result for next time.