Optimal Leadership  by Wayne M. Angel, Ph.D.
The Optimal Organization / Understand Who Want What / Getting Past the Obstacles: Wants Satisfaction Feedback
















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The Quest - A Preface

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Optimal Leadership
  The Optimal Organization
 
    From Where the 5 Critical Factors?
      The 5 Critical Factors
      Understand Who Wants What
          Obstacles
          Getting Past the Obstacles
              Recognizing the Difficulty
              Design Prototype
              Wants Satisfaction Feedback
              Plan for Change
              Understand Human Nature
      Find a Solution
      Apply the Skills
      Establish Feedback
      Establish Foresight

      Other Possibilities

  Causes of Organization Failure
  Creating the Optimal Organization
  The Optimal Change Agent


The Theory of Society

Organization Simulations

SignPost Technologies
                    & Services


Utopian Dreams

The Android Project

 
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No matter how careful one is collecting requirements, how careful one is in design, or how detailed the prototype is, something is likely to occur during development that will change what is wanted or better inform us about the consequences of what we are developing.  So we regularly get everyone involved and ask, "Is this new component looking like it will do what we expected it to do and what we want?" How often one does this and how much resource is expended depends on the specific circumstances.  Experience and careful thought will be your best guide. 

I can, however, offer a little bit more advice.  Take feedback on the feedback.  When you take the time to check if the development is on the right track by getting feedback, ask yourself what happened.  If it made no difference, then perhaps you should reduce the amount of feedback.  If the difference was very large then perhaps you need to get feedback more often. 

The value of feedback goes far beyond just making certain we get the wants correct.  If you do everything wrong but have good solid feedback, if the group has a positive attitude about the feedback, and has a modicum of skill, you will succeed.  Anything else done correctly will only add a little more efficiency.  Why this is true and proving it would be getting ahead of my story.  I will give you a very concrete example shortly in Feedback and Control / Strapping a Jet on Your Back."

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