We all used scientific methods to resolve daily issues that are based on analytical thinking. If you want to resolve a complex problem, break it to smaller pieces to gain simplicity, resolve the simple parts, and then you can resolve the complex issue. It wasn’t a long time ago when we (as humans) discovered non-deterministic sciences
Principle: Don’t simplify complexity, embrace and use it. Read More »
Good decisions are based on experience and knowledge. in a non-hierarchy working environment a group can make better decisions when they factor in the experience and knowledge, each participant has in fields relevant to the topic discussed. To be able to factor knowledge and experience in decision making, you need to define which fields are
Principle: Use merit (knowledge & experience) to resolve conflicts Read More »
As humans, we are often sure that we’re right and others are wrong. That’s because we all suffer from cognitive bias. At least two people got a Nobel prize for proving to the world that we jump to conclusions and act without thinking most of the time. We do it based on the subconscious. Thousands
Principle: Fight Cognitive Bias With Data Read More »
Multi-Functional Teams is one of the hardest principles to implement and follow. For many years we were taught that specialization and grouping specialists to dedicated groups are the best approach to run a business. Department (specialists dedicated groups) is the most common way to group people in organizations. But, we all know that those departments are silos (or
Principle – Multi-Functional Teams (operate to deal with complexity) Read More »
The separation between thinkers (management) and doers (employees) was one of the key principles of scientific management, a system set up 100 years ago by Fredrick Talor. This principle still exists in any company where executives define the strategy or make any decisions that employees need to execute. This basic principle that governs most of
Principle: Radical Self-Management Read More »
