Nicole (![[personal profile]](https://www.dreamwidth.org/img/silk/identity/user.png)
trickykitty) wrote2005-06-17 10:17 am
trickykitty) wrote2005-06-17 10:17 am
A Point of View
This came to me today in an email. This is so typical America.
A Japanese company and an American company decided to have a canoe race on the Missouri River. Both teams practiced long and hard to reach their peak performance before the race. On the big day, the Japanese won by a mile.
Afterward, the American team became very discouraged and depressed. The American management decided the reason for the crushing defeat had to be found. A Management Team made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was the Japanese had 8 people rowing and 1 person steering, while the American team had 8 people steering and one person rowing. So American management hired a consulting company and paid them an incredible amount of money.
They advised that too many people were steering the boat, while not enough people were rowing. To prevent losing to the Japanese again next year, the rowing team's management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendent steering manager. They also implemented a new performance system that would give the 1person rowing the boat greater incentive to work harder. It was called the "Rowing Team Quality First Program", with meetings, dinners and free pens for the rower. Even new paddles and medical benefit incentives were promised for a winner. We must give the rower the empowerment and enrichments through this quality program.
The next year the Japanese won by two miles. Humiliated, the American management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and canceled all capital investments for new equipment. The money saved was distributed to the senior executives as bonuses.
A Japanese company and an American company decided to have a canoe race on the Missouri River. Both teams practiced long and hard to reach their peak performance before the race. On the big day, the Japanese won by a mile.
Afterward, the American team became very discouraged and depressed. The American management decided the reason for the crushing defeat had to be found. A Management Team made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was the Japanese had 8 people rowing and 1 person steering, while the American team had 8 people steering and one person rowing. So American management hired a consulting company and paid them an incredible amount of money.
They advised that too many people were steering the boat, while not enough people were rowing. To prevent losing to the Japanese again next year, the rowing team's management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendent steering manager. They also implemented a new performance system that would give the 1person rowing the boat greater incentive to work harder. It was called the "Rowing Team Quality First Program", with meetings, dinners and free pens for the rower. Even new paddles and medical benefit incentives were promised for a winner. We must give the rower the empowerment and enrichments through this quality program.
The next year the Japanese won by two miles. Humiliated, the American management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and canceled all capital investments for new equipment. The money saved was distributed to the senior executives as bonuses.
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May be I dont hang around with enough readers, I find it quite distressing to imagine not knowing at all what the best book is to spend my time on next, 'cause I dont want to waste precious reading time, and memory space, on a medium quality book.