Your note sounds like many of companies. I want to reinforce a point you
made. What management rewards is of extreme importance far more important
than how we reward. Your company rewarded for following a process. It is
most important to reward results and they must be the right results.
Rewarding the wrong behavior and wrong results will kill a company..
If management does not know what results are important to the business and
then measures those then will get whatever. Management's decision about
what to measure ranks at the very top of the list of management's
responsibilities. Your management abdicated that one. Which is also fairly
normal. Many managers do not even include this in their list of self
expectations.
What is measured drives what happens.
Gene
At 11:00 AM 9/19/97 -0600, you wrote:
>Joe's friend, Dave, makes a good point: The purpose of a process is to
>produce a desired result. If the process fails to do this -- especially in
>a business, government, religious, or military environment -- then the
>usefulness of the process must be questioned.
[...big snip by your host...]
>Benjamin B. Compton
>bcompton@enol.com
Eugene Taurman
interLinx ilx@execpc.com http://www.execpc.com/~ilx
"What you see depends upon what you thought before you looked."
--Eugene Taurman <ilx@execpc.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>