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A2 Radio: Analytics Start With the Team
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Re: The Reality of Purposeful Analytics
  • 10/31/2015 6:58:04 PM
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It would be worthwhile for a company to extend that aspect to analytic professionals, and probably can be implemented with a low, if any, cost.

Re: The Reality of Purposeful Analytics
  • 9/9/2015 9:08:14 AM
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@Louis I agree. I've come across glaring incompetence at so many places that I've worked for or with or been a customer of. It always amazes me that such incompetent people can keep their job, though then I remember the reality of cronyism, nepotism, and The Peter Principle.

The book really stacks the deck to set up a situation in which no one is really incompetent, though they are flawed in lacking team spirit and then voluntarily leave. The manager doesn't have to fire anybody. Even some people who feel underutilized are willing to take on a different position with a lower rank so that that they can feel useful, In real life that would be very rare,I think. I also find it hard to accept that a new manager, like this one, wouuld have enough clout to demand that a salesperson put off a meeting with a potential new customer to attend the teambuildiing stuff. In the book, she is challenged on it, though she insists and then just happens to mention that she knows the CEO of the company they are wooing personally.  That's the only hint we get of the reality of connections at play, though it's not within the company's structure itself.

Re: The Reality of Purposeful Analytics
  • 9/9/2015 4:04:26 AM
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@Ariella   Thanks so much for taking the time to pass along the major points of this book.  I find it really ironic that no one wants to the confront the elephant in the room.  That of competence.  I really think this is a major element of Dysfunction.   

 

Cronyism that place people in positions well over their experience and abilities happens all the time - whether it be at the executive or departmental levels.  And it is probably the reason for 1) absence of trust  2 ) fear of conflict 3) avoidance of accountability  and  5) inattention to results ( because they don't even understand what the results should be).

 

No doubt those listed are sure contributors to Dysfunction, but incompetence is probably the root cause and the main reason I see these as sub-categories of  incompetence and not stand alone pillars of dysfunction.

 

Thanks again for sharing this with the A2 community.  And I look forward to hearing your take and the communities take on my position.

Re: The Reality of Purposeful Analytics
  • 9/8/2015 11:50:39 AM
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@Louis I read the book on Labor Day. It takes  until p. 97 to reveal all 5, though it starts with the first on somewhere around p. 42.  Unlike Stephen Covey's 7 Habits book, this one presents the characteristics in context of a fictional scenario involving a manager getting her team to work cohesively. Also the team is limited to the executive team, so it brings together those who directly report to the chief. She tells them that this is their main team, and their departmental team is actually secondary, though that occurs later. 

The dysfunctions are set out in a pyramid that goes up from the base. The main part is written within with a term or two outside the pyramid that I'll enclose in ().

1. absence of trust (vulnerability)

2. fear of conflict (artificial harmony)

3. lack of commitment (ambiguity)

4. avoidance of accuntabilty (low standards)

5. inattention to results (status and ego).

Re: The Reality of Purposeful Analytics
  • 9/7/2015 11:40:25 AM
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LOL@Louis, I may get some time to read today. I'll let you know.

Re: The Reality of Purposeful Analytics
  • 9/6/2015 1:29:01 PM
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@Ariella    Please let us know the main Dysfunctions once you've had a chance to read the book - I am having a hard to believing there are only five.

Has not been my experience at least.

Re: The Reality of Purposeful Analytics
  • 9/6/2015 1:25:54 PM
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@Ariella   Yup, there would be at least two - Tom and I.   : ) 

Re: The Reality of Purposeful Analytics
  • 9/6/2015 1:22:54 PM
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@Jim    Yes, I was thinking of the age old managment paradigm for this.  And you expose a good point Pierre, in companies of today, this method has been reduced to a "select few".

I agree if companies really want to glean any real cohensiveness out of their analytics effort then they most probably will be forced to reevalute how then have been using this type of rotation.

It is a no brainer for me, but sadily it will take some years of wasted effort to realize this simple implimentation.

Re: The Reality of Purposeful Analytics
  • 9/4/2015 11:15:44 PM
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In some industries, rotating employees who were not the "hot manager" has fell out of vogue. Analytics may be the key in bringing it back into view.

Re: The Reality of Purposeful Analytics
  • 9/4/2015 11:00:06 AM
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LOL @tomsg I'm sure every book club has at least one person who hasn't finished the book under discussion.

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