Gerald Weinberg is a celebrated author of computer and management books. And for many years he was a management consultant. Often he would get a consulting gig at an organization he had consulted for in the past. The unhealthy organizations, he observed, had the same (crushing) worst problem during his second gig that they had during his first gig, whereas the better organizations tended to have lots of little problems, which he took as a sign that the organization was able to recognize their worst problems and slowly or quickly shrink them.
I am not sure because I do not have access to the book, but that is probably from the chapter or section “Rudy’s Law of Rutabagas” from Weinberg’s book The Secrets of Consulting: A Guide to Giving and Getting Advice Successfully.
What Weinberg did after he stopping doing management consulting, by the way, is to run workshops on improving what we would call individual and team rationality, and he maintained that people learned the skills he taught a lot better in the right kind of interpersonal situations (e.g., workshops) than they do from written materials.
Gerald Weinberg is a celebrated author of computer and management books. And for many years he was a management consultant. Often he would get a consulting gig at an organization he had consulted for in the past. The unhealthy organizations, he observed, had the same (crushing) worst problem during his second gig that they had during his first gig, whereas the better organizations tended to have lots of little problems, which he took as a sign that the organization was able to recognize their worst problems and slowly or quickly shrink them.
I am not sure because I do not have access to the book, but that is probably from the chapter or section “Rudy’s Law of Rutabagas” from Weinberg’s book The Secrets of Consulting: A Guide to Giving and Getting Advice Successfully.
What Weinberg did after he stopping doing management consulting, by the way, is to run workshops on improving what we would call individual and team rationality, and he maintained that people learned the skills he taught a lot better in the right kind of interpersonal situations (e.g., workshops) than they do from written materials.
Hope that helps someone.