I would tie in another email

Post #51,454 by ben_tilly 9/11/02 7:22:51 PM Reply	I would tie in another email [link\|http://lists.insecure.org/linux-kernel/2000/Aug/3100.html\|The curse of the gifted] It is real. It is what your article is all about. Talent does not replace organization. Relying on talent means inevitable failure. Cheers, Ben PS I did like that question about tacit knowledge though. Probably because my strong inclination was for choice b. :-) "Career politicians are inherently untrustworthy; if it spends its life buzzing around the outhouse, it\ufffds probably a fly." - [link\|http://www.nationalinterest.org/issues/58/Mead.html\|Walter Mead]
Post #51,466 by boxley 9/11/02 9:15:41 PM Reply	I chose E upper mgt will hear if I have problems If I dont they wont hear from me except in a regular schedules presentation. The main problem is employee expectations and needs and the resposibility they need to take for their work. thanx, Bill will work for cash and other incentives [link\|http://home.tampabay.rr.com/boxley/Resume.html\|skill set] [link\|http://home.tampabay.rr.com/boxley/index.html\|boxley's home page] qui mori didicit servire dedidicit
Post #51,475 by broomberg 9/11/02 11:25:43 PM Reply	I chose both I started with 'E' as the right thing to do, but waffled. This is because the problem was not REALLY with people's performance, it was with the PERCEPTION of the department with the upper management. For all you know, based on the description, the department was doing an EXCELLENT job. But because of bad PR, they were getting skunked by another department. So first I'd figure out some measurement, some goal, something that allows me to accurately determine the performance. If we were meeting it, I'd wage a PR campaign on the upper level. If we were not, then I'd do 'E'. And immediately wage a PR campaign on the upper level, showing progress. If you wait until the scheduled meeting, you don't know what you are about to get hit with. Find out beforehand.
Post #51,517 by drewk 9/12/02 11:46:33 AM Reply	That's what I thought This is because the problem was not REALLY with people's performance, it was with the PERCEPTION of the department with the upper management. 'A' and 'E' are both good management practices. But if the mandate is to turn around the perception then only 'B' can do it. The thing I found most interesting was the bit about how children complimented on their inteligence end up being afraid to tackle something that doesn't come easily. I bet this ties in with the "curse of the talented" Ben brought up. When there's something you're naturally good at, you tend not to want to do something else. === Microsoft offers them the one thing most business people will pay any price for - the ability to say "we had no choice - everyone's doing it that way." -- [link\|http://z.iwethey.org/forums/render/content/show?contentid=38978\|Andrew Grygus]

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