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Posts Tagged ‘management

“What gets measured gets done”*…

 

Goodhart’s Law: when a measure becomes a target, it cease to be a good measure.

In other words, if you pick a measure to assess people’s performance, then we find a way to game it..

More illustrated explication at Sketchplanations.

* one of many aphoristic echoes in the vernacular of a statement by William Thomson, the Scottish physicist also known as Lord Kelvin

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As we’re careful what we ask for, we might we might recall that it was on this date in 1864 that Oxford mathematician and amateur photographer Rev. Charles Lutwidge Dodgson– aka Lewis Carroll– delivered a handwritten and illustrated manuscript called “Alice’s Adventures Under Ground” to 10-year-old Alice Liddell.  The original (on display at the British Library) was the basis of Alice’s Adventures in Wonderland… which was published exactly one year later, on this date in 1865.

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“No problem can be solved from the same level of consciousness that created it”*…

 

Kick at the rock, Sam Johnson, break your bones:

But cloudy, cloudy is the stuff of stones.

– Richard Wilbur

Materialism holds the high ground these days in debates over that most ultimate of scientific questions: the nature of consciousness. When tackling the problem of mind and brain, many prominent researchers advocate for a universe fully reducible to matter. ‘Of course you are nothing but the activity of your neurons,’ they proclaim. That position seems reasonable and sober in light of neuroscience’s advances, with brilliant images of brains lighting up like Christmas trees while test subjects eat apples, watch movies or dream. And aren’t all the underlying physical laws already known?

From this seemly hard-nosed vantage, the problem of consciousness seems to be just one of wiring, as the American physicist Michio Kaku argued in The Future of the Mind (2014). In the very public version of the debate over consciousness, those who advocate that understanding the mind might require something other than a ‘nothing but matter’ position are often painted as victims of wishful thinking, imprecise reasoning or, worst of all, an adherence to a mystical ‘woo.’

It’s hard not to feel the intuitional weight of today’s metaphysical sobriety. Like Pickett’s Charge up the hill at Gettysburg, who wants to argue with the superior position of those armed with ever more precise fMRIs, EEGs and the other material artefacts of the materialist position? There is, however, a significant weakness hiding in the imposing-looking materialist redoubt. It is as simple as it is undeniable: after more than a century of profound explorations into the subatomic world, our best theory for how matter behaves still tells us very little about what matter is. Materialists appeal to physics to explain the mind, but in modern physics the particles that make up a brain remain, in many ways, as mysterious as consciousness itself…

The closer you look, the more the materialist explanation of consciousness (and physics) appears to rest on shaky metaphysical ground: “Minding matter.”

Pair with the two parts of Tim Park‘s conversation with Riccardo Manzotti: “Am I the Apple?” and  “The Mind in the Whirlwind.”

For dessert, “Atom, Archetype, and the Invention of Synchronicity: How Iconic Psychiatrist Carl Jung and Nobel-Winning Physicist Wolfgang Pauli Bridged Mind and Matter.”

* Albert Einstein, riffing on his friend Kurt Gödel

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As we think about thinking, we might spare a thought for Frederick Winslow Taylor; he died on this date in 1915.  An engineer and inventor (42 patents), he’s best remembered as the father of “Scientific Management,” the discipline rooted in efficiency studies and standardization.  Quoth Peter Drucker:

Frederick W. Taylor was the first man in recorded history who deemed work deserving of systematic observation and study. On Taylor’s ‘scientific management’ rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded before, even for the well-to-do. Taylor, though the Isaac Newton (or perhaps the Archimedes) of the science of work, laid only first foundations, however. Not much has been added to them since – even though he has been dead all of sixty years.

Taylor’s work encouraged many followers (including Frank “Cheaper by the Dozen” Gilbreth) and effectively spawned the field of management consulting.  But Taylor practiced what he preached, and found time to become a champion tennis player as well:  he won the first doubles tournament (1881) in U.S. National Championships, the precursor of the U.S. Open (with partner Clarence Clark).

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“Rank does not confer privilege or give power. It imposes responsibility”*…

 

Just about everyone on the planet agrees that CEOs earn too much. Except CEOs. But how much is too much? Let’s put it this way: the average American worker would earn almost $2 million a year if he were paid a fair salary based on the compensation of U.S. CEOs.

That’s just one of the many details to emerge from a fascinating post over at the Harvard Business Review, visualizing the pay-gap ratio between chief executives and average workers internationally…

CEOs are making a lot more than what people deem fair. In the United States, the average American CEO makes a whopping 354 times the salary of the average worker. But ask Americans what a fair salary for a CEO is, and the consensus is just 6.7 times the salary of an average worker.

That means that if the average American were paid the “ideal” fraction of the average CEO’s actual salary, he would rake in $1.8 million a year.

In 1984, legendary management guru Peter Drucker argued that paying any CEO more than 20 times the wages of the average American worker was anathema to the well-being of corporations. Pay your CEO more than that, Drucker argued, and all you did was increase employee resentment, decrease morale, and reward greed over responsibility. If Drucker could see the size of the paychecks of today’s CEOs, he’d be spinning in his grave…

Read more at “The Insanity Of CEO Paychecks, Visualized“; read the HBR piece (and see more charts) here; and then read this short piece at the Financial Times that unpacks the mechanics of greed– and its stifling effect on innovation and growth– here.

* Peter Drucker

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As we fume over fatted cats, we might take a moment to celebrate Ask a Stupid Question Day, celebrated by teachers and students on this date (or sometimes, the last school day of September).

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Written by LW

September 28, 2014 at 1:01 am

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