"companies should focus organizational energy on hypothesis generation and testing. Hypotheses force individuals to articulate in advance why they believe a given course of action will succeed. A failure then exposes an incorrect hypothesis — which can more reliably convert into organizational learning.
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A hypothesis emerges from a set of underlying assumptions. It is an articulation of how those assumptions are expected to play out in a given context. In short, a hypothesis is an intelligent, articulated guess that is the basis for taking action and assessing outcomes.
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Hypothesis generation in companies becomes powerful if people are forced to articulate and justify their assumptions. It makes the path from hypothesis to expected outcomes clear enough that, should the anticipated outcomes fail to materialize, people will agree that the hypothesis was faulty.
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Building a culture of effective hypothesizing can lead to more thoughtful actions and a better understanding of outcomes. Not only will failures be more likely to lead to future successes, but successes will foster future successes."
Aposto que o meu colega das conversas oxigenadoras vai apreciar a técnica usada pela cadeia de lojas japonesas Seven-Eleven Japan:
"Each week, Seven-Eleven Japan counselors visited the stores and asked salesclerks three questions:
- What did you hypothesize this week? (That is, what did you order?)
- How did you do? (That is, did you sell what you ordered?)
- How will you do better next week? (That is, how will you incorporate the learning?)
By repeatedly asking these questions and checking the data for results, counselors helped people throughout the company hypothesize, test, and learn. The result was consistently strong inventory turnover and profitability."
Trechos retirados de "
Why Hypotheses Beat Goals"
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