Mucus And Blood In Sneeze

Extracts online

The Journal du Net just upload a file on Facts and hogwash, with excerpts from the book on some half-truths that are analyzed.

Nvidia 67.7.2.0 Latest

Masters of the obvious facts

Below is the translation of a note by Robert Sutton. The original version is here .
Translation Sabine Rolland

As the singer Jimmy Buffett said: "Some things in life are a mystery to me, while other things are far too obvious. That sentence pretty much sums up what I learned from the study of organizations and my efforts to help managers implement best evidence. Some things are really difficult or impossible to solve. Take leadership. There are valuable lessons that make good leaders, but it is difficult to discover. So much crap and so many beliefs circulate through the management literature, including the leaderships of the most effective, there will always be an author to defend the merits of a particular leadership style. When Jeffrey Pfeffer and myself were in the midst of writing Facts and hogwash in management, has tapped Jeffrey "The secret of leadership" ("Secrets of Leadership") on Amazon. The first book Research to appear was "The Leadership Secrets of Attila the Hun" ("The secrets of leadership of Attila the Hun"). The second was "The Leadership Secrets of Santa Claus." When I started my research, the title had been replaced by "The Leadership Secrets of Colin Powell."

At the same time, I developed the conviction follows: managers and their staff progressed much more if, instead of trying to solve complex issues such as "what a great leader? "They concentrated their efforts on things both true and easy to implement. To quote Jeffrey Pfeffer, the main "secret" of the top leaders is to be "masters of the obvious."

Take my favorite example: the meetings where people are standing and where they are seated. A study by the University of Missouri compared groups whose members were standing for short meetings (10 to 20 minutes) to groups whose members were sitting. Groups whose members were standing put 34% less time to make a decision as good as that of groups whose members were sitting. Do the math: How many people work in your organization? How many meetings of 10 to 20 minutes per year do you organize? Certainly in some situations it is better to sit, especially to discuss sensitive issues. But in most cases, the vertical position is preferred. Take the energy giant Chevron-Texaco, a company of 50,000 employees accused of making a profit out of customers. If every employee meeting replaced a sitting of 20 minutes per year by a standing meeting, each meeting would last about 7 minutes less and would be equally effective. This would save 6,000 hours worked. You could remove some chairs Meeting and replace them with a bar. You would save much time and money.

Or take the example of medicine. Cancer and heart disease are difficult to treat and research devotes billions of dollars - as they should. But some problems can be solved with a little soap, water and elbow grease. Nearly 100,000 Americans die from nosocomial infections. One of the most effective ways to lower this figure is to require doctors to wash their hands after touching a patient, yet recent studies show that less than 50% of doctors wash their hands as often as necessary. Some forget. Others are overwhelmed. And still others do not believe in proven facts that exist in this area. I know a hospital in Florida attempting to fight against this problem by displaying symbols and distributing patient badges that say "Dare to Ask" - dare ask the doctor if they have washed their hands before examining you. The director of the hospital told me that doctors hate these cards because they do not like being told what to do. But they fail less often to wash your hands!

While it is useful trying to solve difficult problems, such as "What a leader effective? Or "How to manage creative work? . But I am astounded that so many leaders and organizations are chasing the impossible and prefer to ignore the obvious and simple things whose effects can be considerable.

When I Dvr A Show Does It Count

! The spirit

The book begins to arrive in bookstores. The time has come to give some information.
Facts and hogwash in the management appeared in the United States under the title Hard Facts, Dangerous Half-Truths and Total Nonsense In 2006. Jeff Pfeffer and Bob Sutton have therefore written before the drafting of to Zero-sale-con by Sutton.

The back cover:

what makes people in the workplace and elsewhere, that financial incentives ...
• A successful business relies primarily on its strategy ...
• A company must know how to master change ...
• What it takes for a business is a great leader ...

So many compelling examples of statements that you've probably already heard ... and for good reason, since they often inspire management and decision making in companies. And if they were false or only partially true? For example, if the financial incentives and had consequences that affect performance? And whether to focus on strategy rather than on operational efficiency, was put next to the plate? And if the change was sometimes worse than no change? And if the "great leaders" played only a minor role in the performance of their business?

Questions - among others - met by this iconoclastic book based on a simple observation: management relies most often not on the analysis of facts, but on beliefs inspired by hope, anguish, or ideology. The decisions of managers based on very incomplete information, often biased and poorly analyzed. In many cases, they are not based on independent thinking but the thoughtless imitation of what competitors are doing.

But another management is possible ... The authors thus propose the development of "management based the evidence ". Rather than bludgeon truths supposedly insurmountable, they invite the managers to replace the pernicious half-truths and misconceptions by the evidence of the facts and engaging method to achieve this.

A stimulating reading to end misconceptions about the management!

The authors maintain a website on "evidence based management ", or "evidence-based management", while English course. The blog Robert Sutton (all in English) includes many other interesting developments in information and the subject.

This blog will contain information about the book and the press, as well as excerpts of the book, which will be chosen according to the news. Excerpts from the blog of Robert Sutton and Jeff Pfeffer texts will be translated.

This blog is open. Comments are welcome (and the number of comments received on the ticket Annie Kahn World yesterday shows that the subject of interest ...). As Hervé Laroche wrote in his introduction:

Reading Facts and hogwash, the reader will find several books in one. The first book (actually the second part!) Proposes a " hit parade "of misconceptions - pernicious half-truths - that prevail today in the managerial world and who do so much damage. These ideas are discussed in the light of accumulated knowledge management research. This leads the authors to acknowledge their some substance, but also to produce a critical thrust. In short, to separate the wheat from the chaff - which is often dominant. [...] Six
half-truths, it is without doubt, the authors acknowledge, a very limited exploration designs uncertain or downright stupid that proliferate in the managerial world. Their findings are also invitations to continue the exercise. Readers to add their favorite crap. The French reader, thinker willing, may sometimes noted significant differences between the very American context in which the authors are and that in which it operates. He does not forget, after welcoming does not suffer the foolishness of the Atlantic, track our rubbish from the land, half truths our homegrown! Most importantly, beyond the reporting of errors of others, he looks without his indulgence own illusions.

So feel free to write us (marie-pierre.vaslet @ vuibert.fr) to send us your "Favorite crap" or your thoughts on the subject.

Rose Garden Floor Seating Chart Rows

herding patterns

Read: ticket Annie Kahn Facts and crap in the world today, in the "Ecofrictions.

spirit herding patterns, by Annie Kahn
WORLDWIDE a business today is facing a series of challenges. In the current environment characterized by fierce competition and rapidly changing markets and technologies, the success of a company depends primarily on the quality of its strategic choices. Therefore, the strategy must be to the attention of leaders. They must ensure that the company is constantly calling into question by setting bold change initiatives continuously change management practices. They should be alert to new tools and new approaches under penalty to be outdone by the competition. They must also demonstrate leadership skills in order to impose these projects and to conduct their business with a firm hand. This continuous adaptation of strategy and management guaranteed by strong leadership must finally give priority to the human dimension of the business. Employees constitute the main assets of a company, it is imperative to ensure the collaboration of the best - and only the best. Of them must require them to whoop their work and encourage them with significant financial rewards and clearly discriminatory. These are now basic rules of success.

If you think all the above is true, then read

Facts and hogwash. You know why

you are wrong - all the above is false or at least questionable. If you think it's wrong but dare not say too much because everybody, including your boss, repeat these ideas, then read it as well: you learn why it is wrong, and you can explain your turn with good arguments. And if you think it is wrong and not afraid to say so, then it's probably because you are Jeffrey Pfeffer and Robert Sutton. "

Hervé Laroche beginning of the introduction of the French edition of Facts and hogwash .