Remove Development Remove Leadership Remove Root Cause Analysis
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Root Cause Analysis is Over-Rated – What to Do Instead

Leadership Freak

A car that won’t start requires root cause analysis. But people development and culture building may not. We spend too much time asking ‘why’ and not enough time exploring ‘what’ If your team… Continue reading →

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Embrace the Suck

Leading Blog

We can’t develop psychological resilience without experiencing emotional pain and suffering.” The most mentally and physically tough people I know constantly practice the fine art of building resilience—deliberately pounding away at the boundaries of their comfort zone in pursuit of their passions and causes greater than themselves.

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Two Keys for Today’s Leaders

Lead Change Blog

Leaders, anxious to do something about it, began a root cause analysis and did surveys to clarify the extent of the problem and solicit solutions. Once leadership began to ask questions about where those kinds of relationships were occurring, the solutions began magically to appear. Here’s an example.

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10 Things I Learned from a Training Program That I Still Use Today

Great Leadership By Dan

?????. Kodak European Management Development Program. How to do a root cause analysis and a structured process for making decisions. Situational leadership (how to adjust your approach based on the developmental needs of your employees). 2000, Lausanne, Switzerland (can you find me?). ????? How to listen.

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What Accounts for the Accountability Mess?

The Practical Leader

How leaders ask for and act on feedback about their leadership effectiveness establishes the organization’s feedback and accountability culture. Poor leaders avoid and often shut down feedback about their leadership effectiveness. Do performance reviews strengthen, stunt, or stall development and personal growth?

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Are These Systems Serving or Subverting Organization Results?

The Practical Leader

“The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. About 85% of the time the fault is caused by the system, processes, structure, or practices of the organization. The differences flow from the leadership team’s values and assumptions about people.

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Untangling the Accountability, Systems, and Process Management Knot

The Practical Leader

“The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. This showed that roughly 85% of the time the failure is caused by the system, processes, structure, or practices of the organization. Lack of senior managers’ strategic leadership.

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