Para reflexão

Ao fim do dia de ontem li:

"In the dominant machine-based model, slack, which is equated with waste, must be eliminated in order to maximize the machine’s efficiency. The management tools we use to do this are based on the techniques originally pioneered by W. Edwards Deming—who would probably turn in his grave if he knew where we had taken his ideas. Deming’s tools have been a great boom to business efficiency and their application can contribute to a competitive cost structure, which is necessary for competitiveness. But when the drive to eliminate slack is taken too far, they can wreak havoc." (fonte)

Ao princípio do dia de ontem tinha lido:

"Life in HROs is a constant diet of interruptions and recoveries. Interruption is about stretching without breaking. Recovering is about bouncing back from the stretch to something like what you started with. Resilience is important to both stages. Changes that improve resilience may look inefficient at the time. This means that your job is to encourage such so-called inefficiencies, protect the people who produce them, and frame these inefficiencies as investments in resilience. Resilience is achieved through an extensive action repertoire and skills at improvising. Probes into your organization’s commitment to resilience are probes into learning, knowledge, and capability development."

 

Trecho retirado de "Managing the Unexpected - Sustained Performance in a Complex World" de Karl E. Weick e Kathleen M. Sutcliffe.