《Chasing the Rabbit》狡兔智慧學

Chapter-5



Capability 1:


Capability 2:

The discipline of testing and learning sooner, faster, and cheaper was carried out in many ways.
(In later chapters we'll see how Toyota makes just such a commitment to use high-speed, low-cost pilot and trials.)

The purpose of having detailed write-ups, diagrams, and models was to ensure that competing and complementary views were well represented. Rank, personality, and assertiveness were mot going to determine a decision. The data, coupled with the best collective understanding of a situation, would do that.

One must create the ability in his staff to generate clear, forceful arguments for opposing viewpoints as well as their own. Open discussions and disagreements must be encouraged, so that all sides of an issue will be fully explored. Further, important issue should be presented in writing. Nothing so sharpens the thought process as writing down one's arguments. Weakness overlooked in oral discussion rapidly become painfully obvious on the written page.


Capability 3: Spreading Lessons Learned to the Whole Organization

In high-velocity organizations, people do not learn only for themselves. They learn for their colleagues as well. The experiences of an individual contribute to the experience of the many.

Whatever is learned when a problem is seen, swarmed, and solved right where and when it occurs is incorporated into the scripts and specifications to which it applies. Of course, this can only be done if all the assumptions, expectations, and procedures are explicit and available. It would never work if the new knowledge had to be diffused by word of mouth through a complex workplace, never mind a complex constellation of workplace that might well be scattered over several continents and oceans.

Underscores the smaller problems in an effort to prevent significant ones.

Capability 4: Leading by Developing Capabilities 1, 2, and 3 in Others

What is a leader's job? It's common to say that the leader sets goals by dint of his or her greater authority and wider perspectives, decides how scarce resources will be allocated among competing priorities, and sets the emotional tone of a particular situation.


But in high-performancing organizations, the leader has two other critical roles. He or she is responsible for determining not only what gets don, by setting goals and allocating resources, but also how things get done, by shaping the company's processes and systems. Of course this isn't a one-man or one-woman job, and no one can be leader forever, so he or she must also develop in others the skills needed to lead complex operations.