Comments on: Managing the consequences http://dcmoc.com/blog/2009/01/22/managing-the-consequences/ Department of Content Management and Online Collaboration Sun, 23 Aug 2009 05:47:10 +0000 hourly 1 http://wordpress.org/?v=3.0.1 By: Andy http://dcmoc.com/blog/2009/01/22/managing-the-consequences/comment-page-1/#comment-51 Andy Fri, 20 Feb 2009 23:00:48 +0000 http://dcmoc.com/?p=37#comment-51 Good post for a free thinking Friday. I disagree with the Pfeffer quote - there are times when research/analysis is appropriate and effective. With that said, I like the idea of being iterative, getting to market quickly, and making mistakes early. You just can't make big mistakes. You have to be able to control scope. You have to have streamlined (inexpensive) processes. You have to press out overhead. You have to have the ability to quickly spot and fix mistakes you've made. If you can't manage risk downstream, then you have to manage it upstream. One of the best things I've read on this is a book called Getting Real, by 37 Signals. You can read it for free at: http://gettingreal.37signals.com/toc.php Good post for a free thinking Friday. I disagree with the Pfeffer quote – there are times when research/analysis is appropriate and effective. With that said, I like the idea of being iterative, getting to market quickly, and making mistakes early. You just can’t make big mistakes. You have to be able to control scope. You have to have streamlined (inexpensive) processes. You have to press out overhead. You have to have the ability to quickly spot and fix mistakes you’ve made. If you can’t manage risk downstream, then you have to manage it upstream.

One of the best things I’ve read on this is a book called Getting Real, by 37 Signals. You can read it for free at:

http://gettingreal.37signals.com/toc.php

]]> By: Dr. Toni Greif http://dcmoc.com/blog/2009/01/22/managing-the-consequences/comment-page-1/#comment-50 Dr. Toni Greif Sat, 24 Jan 2009 00:57:55 +0000 http://dcmoc.com/?p=37#comment-50 As you indicated Pfeffer (1992) pointed out that no matter how well you analyze a decision there is no way of knowing that it will be a success until it is implemented and that we inevitably spend more time dealing with the consequences of our decisions than we do making them. I understand your concern with the consequences that we encounter because of the speed with which we often operate. It seems to me that the challenge of first innovators like us, is to constantly adjust and ammend our decisions. The pace of current operations means that the target is always moving. Therefore, if the target moves, goal(s) move with it. In keeping with this, as we learn new things, our strategies need to zig and zag in anticipation of the where we expect the target will align. This kind of fluidity means that we use our best judgements and are not afraid to make mistakes because mistakes are opportunities to learn and grow. As you indicated Pfeffer (1992) pointed out that no matter how well you analyze a decision there is no way of knowing that it will be a success until it is implemented and that we inevitably spend more time dealing with the consequences of our decisions than we do making them. I understand your concern with the consequences that we encounter because of the speed with which we often operate. It seems to me that the challenge of first innovators like us, is to constantly adjust and ammend our decisions. The pace of current operations means that the target is always moving. Therefore, if the target moves, goal(s) move with it. In keeping with this, as we learn new things, our strategies need to zig and zag in anticipation of the where we expect the target will align. This kind of fluidity means that we use our best judgements and are not afraid to make mistakes because mistakes are opportunities to learn and grow.

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