Post by account_disabled on Mar 10, 2024 2:58:22 GMT -5
It much easier to point out what we don't like and want to change than to clarify and communicate what we do want. The difference between why and why also arises in decisions about technology. As technological advancements allow companies in this industry to launch better and better products so sometimes new developments can be seen as finding solutions to problems. It may be more effective to use outdated technology than to move to new technology when it is immature, too expensive, or does not serve the purpose we are pursuing. For example if I decide to replace the old one because it doesn't work I can choose from Euro to Euro. This forced me to ask myself why I should invest in the most powerful equipment.
What could the money saved by buying the cheapest be used for? As in many cases well-posed questions already contain more than half the answer. It can be difficult for organizations to clearly and BTC Users Number Data convincingly articulate why. Even if there is broad consensus about the reasons for change, visions of future goals will almost inevitably be different or, at worst, conflicting Attention must be paid in these situations to exploring options and communicating alternatives from a shared vision of the groups involved.
There are many recommended methods for this, most of which are based on involving employees in the discovery and decision-making process. To learn about these approaches I recommend Edgar Schein’s Humble Leadership and David Cooper Ryder and Diana Whitney’s Appreciative Inquiry Positive Revolutions in Change. If a company culture does not incorporate employee participation in decision-making in some way a new set of questions arises as to why and how to change that culture.
What could the money saved by buying the cheapest be used for? As in many cases well-posed questions already contain more than half the answer. It can be difficult for organizations to clearly and BTC Users Number Data convincingly articulate why. Even if there is broad consensus about the reasons for change, visions of future goals will almost inevitably be different or, at worst, conflicting Attention must be paid in these situations to exploring options and communicating alternatives from a shared vision of the groups involved.
There are many recommended methods for this, most of which are based on involving employees in the discovery and decision-making process. To learn about these approaches I recommend Edgar Schein’s Humble Leadership and David Cooper Ryder and Diana Whitney’s Appreciative Inquiry Positive Revolutions in Change. If a company culture does not incorporate employee participation in decision-making in some way a new set of questions arises as to why and how to change that culture.