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| why short-interval management works | |||||||||
| The stability of an equilibrium distribution is a consequence of the fact that the individual event is random and independent of similar events. Individual chaos implies collective determinism. Heinz R. Pragels The Cosmic Code |
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| Basic human nature makes undirected human effort less than fully productive. (People aren't “basically lazy”, just curious and impulsive.) Sometimes human productivity is consciously minimized (as in pausing to Monday-morning quarterback or in the antithetical relationship between incoming call center productivity and customer service, i. e. average speed to answer and abandon rate). However, the serious obstacle to maximizing employee productivity is that management doesn't manage; management abdicates power, sacrifices the synergistic nature of control, and hopes for collective determinism in the guise of the misnomered “employee empowerment.”
Real employee "empowerment" lies in the ability of first-line management (supervisors, team leaders, seniors) to make equitable assignments of resource to profitable work. When first-line management controls productivity, employees can focus on the details of individual operations and customer service, much like air traffic controllers allow each pilot to focus on the needs of passengers and equipment. However, it is daily, first-line management who use corporate assets (technical and human) to generate corporate, customer service and profits, much like air traffic controllers prioritize and control airport safety and “profit” for the greater good. To this end, Consociates KJ Incorporated teaches short-interval measurement and management skills to first-line management. First-line management becomes “first-line (furst lin), adj. |
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| copyright Consociates KJ Incorporated |
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