by Carol Sanford | Jul 29, 2011 | Business Development
This is the fifth is a six part series on the beliefs that lie behind feedback and alternatives to understanding how management practices can be improved. Here are the first four premises and number five with its details. Premise 1: Self-governing Behavior is...
by Carol Sanford | Jul 25, 2011 | Business Development
This is the fourth is a six part series on the beliefs that lie behind feedback and alternatives to understanding how management practices can be improved. Here are the first three premises. Premise 1: Self-governing Behavior is Energy Effective The...
by Carol Sanford | Jul 21, 2011 | Business Development
This is the third in a six-part series on the irresponsible downside of feedback in all its forms. The previous two premises are: Premise 1: Self-governing Behavior is Energy Effective The foundational element in effective human systems is self-correcting,...
by Carol Sanford | Jul 13, 2011 | Business Development
Providing feedback to peers, subordinates, and even superiors—particularly the 360 Degree view of performance appraisal—became popular as scientists and engineers began to understand how cybernetic systems work in computer applications. The creators of these...
by Carol Sanford | May 9, 2011 | Business Development
Early in my academic career, a seasoned manager of a Fortune 500 company told me that his superior had reprimanded him, repeatedly, for only infrequently submitting the names of his people for special corporate recognition programs. His boss felt that this group, or...