Dr. V. E. “Bill” Haloulakos is an Aerospace Science Consultant/Professor, AIAA National Distinguished Lecturer Distinguished Engineering Educator Award Winner
From the the current daily news one would conclude that the Automobile Industry is the recall and design flaw remedy business instead of designing, producing and marketing new automobiles. Many millions, yes millions, of autos are being recalled be it because of faulty airbags, fuel lines, ignition switches and their likes. Especially the airbag issues have resulted in congressional committee hearings with heated exchanges between industry representatives and members of Congress.
Dr. Stephen J. Gill— is a guest contributor. An Independent Consultant for Human
He publishes a blog at:
Why Your Organization Needs a Learning Culture
Do you want employees to care about their work and their customers and go the extra mile? Do you want employees to improve their ability to contribute to the organization? Do you want employees to be creative and innovative and think about new and better products and services? Do you want employees to be focused on achieving results? Do you want employees who openly discuss ways to improve performance?
If your answer is “yes” to these questions, then you need to develop an organizational culture that supports continuous learning by everyone from the CEO to the hourly employee. HR and training professionals, by themselves, cannot develop this kind of culture. If you’re like most businesses, you rely heavily on these professionals to deliver programs that provide employees with what they need to know to do their jobs, whether that is assembling products, running complex machines, managing teams, or running an entire organization. That model of learning was effective for most of the past century. However, that model does not work for the modern company. Today’s companies require a culture in which everyone is continuously learning as individuals, as teams, and as whole organizations.
Dr. John Persico, since i986, has worked with organizations in both the profit and non-profit sector. He specializes in the area of quality improvement, service management, leadership development, team building and strategic
planning. Received his PhD degree in Training and Organizational Development from the University of Minnesota. He worked closely with Dr. W. E. Deming early in his career. Has taught at the Glob University Graduate School where he continues teaching part time. He has written two books on business strategy including the “TQM Transformation” and “The New Business Values.”
A few years ago, I started thinking about all of the “mistakes” that management and organizations have made. There are several books dealing with the subject and various companies, leaders and managers are noted for the blunders they have made in decision making. For instance, out of the top ten mergers undertaken in the 90’s, eight of them lost money or shareholder value. Not just a little money, but billions and billions of dollars. We are all familiar with other noted disasters such as “New Coke”, Apple’s Newton and Ford’s Edsel. The question I wanted to answer was simply: “what is behind such faulty decision making?” I found an excellent article that looked at the top ten mistakes managers make in decision making. The title of the article was “10 reasons people make stupid decisions.” I have found this article posted on many blogs but I am unable to find the author of the article. The top ten reasons the author lists are:
Attribution error, Illusion of control, Conformity, Availability bias
Endowment effect, Dysfunctional competition, Overconfidence
Confirmation bias, Egocentric bias, Sunk cost bias