What critical things
must an organization do to be extremely successful? Before presenting my
answer, I wish to be very clear and precise about the question. What
generalized critical things must the members of an organization do so
that the persons (perhaps themselves) they wish to please will judge
that the members of the organization acting together have been extremely
successful? Obviously there is reason to prefer the first and simpler
version of the question. However, I want to emphasize that
organizations do nothing, want nothing, and cannot judge the value of
anything. Only people can perform these feats. We personify
organizations for linguistic convenience. This is useful, but we must
not allow it to lead to sloppy thinking.
Every organization will have a specific
list of things that it is suppose to be doing. I am not, at this time,
interested in what these specific items may be for a specific
organization. I do, however, want to categorize them into a few general
critical factors. The value of doing this is to aid us in seeing
patterns that give us the mental tools with which to quickly understand
the details that must be addressed for optimal achievement. Why and how
this works will be discussed in the section on Optimal Personal
Achievement. My list of five items comes from several years of
analyzing organization behavior, building a theory of society, and
testing it with generalized and organization specific simulations. I
will present a number of those simulations later. Those five critical
factors for optimal achievement are the capability to
- understand who wants what of the
- find a solution to satisfy those
- apply the skills necessary to create
- establish feedback on how well the
wants are being satisfied, and
- establish foresight so that you
anticipate the consequences of external factors and of your own
You might very well
say, "Well that's obvious!" At least in retrospect it seems obvious to
me. But since these were not the first factors I tested, it must have
at one time not seemed so obvious.
Look at what is NOT in the list. There
is nothing in the list about process or methodology, nothing about
quality, nothing about the self improving organization, nothing about
employee morale, and nothing about management or leadership. How can
this be? It is sometimes true that one or more of these are a part of a
specific solution for a specific set of wants, but even when this is
true they are not the most important factors. The pages that follow
explain why this is so. That explanation is broken into many parts.
The first part will describe these factors in more detail. Later parts
describe the human system dynamics theory and the simulations that led
me to identify these as critical factors.
Let me state this a little differently. Search through all of the
productivity and achievement literature and do everything in that
literature wrong, except the above 5 items and you will be phenomenally
successful. If you spend time on anything other than these 5 critical
factors and as a result reduce the effort on these 5 factors your
achievement will decline from optimal.
Letís consider each, one at a time.
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(C) 2005-2014 Wayne M. Angel.
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