Ideas on People and Performance, Team Building, Motivation and Innovation

Category: Business Haiku Page 1 of 2

Square Wheels Tools for Managing and Leading Remote Workers

There are massive shifts happening right now, some are trends that are simply continuing and some are having significant impacts on people and performance. In millions of workplaces, people who have had desks are not expected to continue to contribute by working remotely. That transition is going to be unbelievably painful for millions of workers and their supervisors.

My network of consultants and trainers are now discussing how we can help people better handle these changing conditions by providing some very simple tools and some very simple training to impact communications. We think that our Square Wheels® themes can be made into simple webcasted interactive discussions.

So, we are just beginning to pull a wide variety of resources together to share ideas about what we can do and what we can implement. My current view is to package things like the old “brown bag luncheon” tools, with images and animations to help jumpstart discussions on various issues, present and future.

Impacts should be on worker (and manager) motivation, dealing with change, innovation and designing better workplace systems and processes, implementing improvement, team building and collaboration and other issues that are being faced by managers. And the tools will be simple, like this haiku I did a while back…

haiku Better Tomorrow

If you are interested in playing with us as we develop these things, please let me know by email. I may see comments but may also be slow to react to them.

These tools will strongly align with my “Manager as Motivator” thinking, whereby we support people managing people with simple engagement processes and implementation tools and ideas.

Scott Simmerman – scott@squarewheels.com

Business Haiku on Supervisors, Training and Facitation

Here is a business haiku (5, 7 and 5 syllables) that is congruent with my thinking of the issue of supervisors and the critical need for some disruptive, bottoms-up thinking from the workplace. Are we giving our supervisors the skills needed to involve and engage their people in workplace improvement? Are we allowing them to coach performance improvement and generate the intrinsic motivation needed for long-term personal growth and success?

All I can read from dozens of sources says that the answer is NO. Supervisors are bombed with responsibilities and few of them seem able to focus time with their people to actively involve and engage them.

Does this make any real sense in the long-term?

So, here is a simple Haiku and supporting images.

supervisors and disruptive engagement training

Consider.

The Square Wheels Project is an online facilitation skills training program for supervisors and team leaders interested in gaining some new skills to better involve and engage their people for the continuous continuous improvement of workplace practices. It is simple and straightforward,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement products. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant who designs simple, powerful learning tools.

See the powerful new teambuilding game, The Collaboration Journey Challenge

You can reach Scott at scott@squarewheels.com
 See his poems and performance haiku poems at www.poemsontheworkplace.com

Learn more about Scott at his LinkedIn site.

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO® Group®

 

Round Wheels of Today are the Square Wheels of Tomorrow – Thoughts on Continuous Continuous Improvement

Simple thoughts on how things really work in most organizations, set up as a haiku:
In any work environment, leaders (aka wagon pullers) often lose track of what is happening at the back of their wagons.They are insulated and often isolated and it is important to remember that,
“A desk is a dangerous place from which to view the world.”
(John LeCarre)
Similarly, workers (at any level of the organizational hierarchy) will lose sight of the missions and visions and become less aligned to goals and expectations. They simply will not have the current leadership vision of where they are going and what lies ahead of them.
“If you don’t know where you are going, any path will get you there.”
(Lewis Carroll)
Here is a Dr. Seuss-style poem on The View at the Front and the Back and the issues of alignment and motivation:
Dr. Seuss poem on employee motivation and vision
Periodically checking in and talking about issues and opportunities is useful as well as motivational. Having smart management systems with clear expectations and solid feedback systems are critical, but so are occasional alignment conversations, because that view at the back is very different than the wagon puller‘s view at the front.
When it comes to productivity improvement and innovation, the ideas are also pretty straightforward. The Round Wheels of Today will, inevitably, become The Square Wheels of Tomorrow. There is a need for continuous continuous improvement of systems and processes and how people are managing roadblocks and new ideas. Thus, the necessity to step back from the wagon on occasion to see what new ideas should be implemented.
 
The exemplary performers in any organization are essentially using Round Wheels in a world of Square Wheel Wagons. They simply do things differently. And they can share those best practices with their peers, improving group performance. But the group has to feel involved and engaged, because:
“Nobody ever washes a rental car.”
(Scott Simmerman)
So, we will encourage you to work to better involve and engage and align your people, at any level of the organization, to shared goals and expectations and to focus on the reality that they all have ideas that can be implemented to improve organizational results.
Our last haiku and recommendations thus looks like this:
haiku on performance improvement and engagement
People WANT to be involved and engaged and feel part of the team, they want results of the group and their personal contributions to be appreciated. Square Wheels is a very simple approach to involving and engaging people and focusing them on things that can and should be improved.
PMC offers an online training program at The Square Wheels Project and also a stand-along toolkit of powerpoints, handouts and instructions, something we call the Stupidly Simple Square Wheels Facilitation Toolkit.
Please also note that we are also sharing reprintable posters of these scenes and frameworks for free through our poems blog and newsletter.

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement products. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant who designs simple, powerful learning tools.

See the powerful new Square Wheels LEGO teambuilding game,
The Collaboration Journey Challenge

You can reach Scott at scott@squarewheels.com
 See his poems and performance haiku poems at www.poemsontheworkplace.com

Learn more about Scott at his LinkedIn site.

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO® Group®

 

Joan’s 2017 Santa Poem and Haiku about Teamwork and Improvement

Every year, Joan writes and illustrates a poem about the pressures on Santa Clause to improve and sustain his teams’ performance. This year, we chose to create some LEGO scenes to share how we have built those creative toys into our experiential exercises and metaphors. We’ve been publishing this through our emails but I thought to also share it within the blog.


How Santa Plays for Improvements

For the FUN of It! –

How Santa Plays for Improvements  🎅 - For the FUN of It!

As the holiday season rolls in, our best wishes to you for special moments of peace and fun. Each year at this time, we play with our Square Wheels images (now using LEGO), hoping you might sit back and enjoy them along with some homespun thoughts from Santa about solving some issues around people and performance, including the elves and the reindeer…

Santa has involvement and engagement issues in his organization too, you know!

How Santa Plays for Improvements

As always, Santa’s all set for Christmas Eve!
That he makes it happen is hard to believe.

We asked Santa if he’d reveal, really quick,
how he gets it all together; what’s his trick?

 

In Santa’s words:

Teamwork and happiness make us productive!
That’s why I look for ideas that are constructive.

I involve the Elves and Reindeer however I can
then they’ll know they’re part of the entire plan.

Discussing Square Wheels is the best way to start.
Improvement ideas flow and everyone’s taking part.
Square Wheels and collaboration
Enthusiasm thrives as support comes from all around
for finding ways to get improvements off the ground.
Next up, we play The CJC, quite the clever game
showing why collaboration is way far from lame.
Santa teambuilding
Players see their actions having consequence;
Planning and alignment certainly make sense!
Learning games create crucial insights and fun,
increasing camaraderie that wins for everyone!

As our work increases teamwork must shine,
so then I facilitate Lost Dutchman’s Gold Mine.

 

teambuilding with Santa and elves

It’s a business simulation that’s really a hit,
it’s memorable and we learned quite a bit.

All these exercises work to help us improve
by addressing issues so we’ll stay in groove.

On Christmas Eve, we’re Up, Up and Away;
Top teamwork gets us going without delay!

Off I go with Season’s Greetings to You,
leaving you with some thoughts in Haiku:

 

business haiku Santa

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools focused on people and performance. Managing Partner of Performance Management Company since 1984, he is a globally experienced presenter and consultant.

You can reach Scott at scott@squarewheels.comRead Scott’s blogging on people and performance improvement

Learn more about Scott at his LinkedIn site.

Copyright © 2017 Performance Management Company, All rights reserved.

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO® Group®

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The Square Wheels Stupidly Simple Toolkit is available at https://www.performancemanagementcompany.com/online-store/STUPIDLY-SIMPLE-SQUARE-WHEELS-FACILITATION-TOOLKIT-p73093722

The Search for The Lost Dutchman’s Gold Mine is available at https://www.performancemanagementcompany.com/the-search-for-the-lost-dutchman

The Collaboration Journey Challenge is available at https://www.performancemanagementcompany.com/collaboration-journey

Santa Claus hat ©: <a href=’https://www.123rf.com/profile_solerf‘>solerf / 123RF Stock Photo

Dr. Seuss on Disruptive Engagement

Even Dr. Seuss would understand about the issues and opportunities around the positive impacts of supervisors leading more active involvement to make impacts on people and performance. The data are simply so clear that people DO have ideas for improvement but that no one in the organization facilitates the process of capturing those ideas. Thus, there are large gaps in innovation and quality and productivity because possibilities simply are not realized.

I’ve blogged elsewhere about the general idea of Disruptive Engagement but I thought that one image, simplifying to the stupidly understandable level, might generate some actual thinking about choices and doing things differently! (grin)

The Square Wheels Project Dr. Seuss framework

People have ideas for improvement, the Round Wheels are already in the wagon. But they interact with their supervisors, who generally choose to NOT do things differently because of risk or time or task interference or the lack of collaboration from other departments. “I’m here from Human Resources to help you,” is such a “reality joke” in so many places because they are structurally unable to help, too.

If things are going to improve, it is going to be the people who choose to improve things. And it is going to come from increased collaboration and alignment to shared goals. Do some effective team building (see why I hate outdoor activities)!

Facilitate Dis-UN-engagement and Dis-UN-empowerment with your people by choosing to actively involve them in some workplace improvement activities. Visit The Square Wheels Project for some simple tools and support,

 

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

Scott and Dan Stones built The Square Wheels Project as an LMS, sharing tools and training to support Disruptive Engagement in the workplace.

Visit The Square Wheels Project at www.TheSquareWheelsProject.com

 
Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com


Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

 

Disruptive Engagement – 6 Blogs and 4 Illustrations

Engagement is anchored to empowerment, and organizations need dis-un-engaged and dis-un-empowered supervisors in order to optimize performance and productivity. I say this simply because supervisors manage workers and workers do all the work and because data after data show that un-engagement and un-empowerment are two main themes of so many workplaces.Disruptive Engagement and Empowerment Square Wheels image

As I thought about how corporate engagement is generally run, it seemed to me that more local control would allow more impacts, that more supervisor control at the workplace level might offer more opportunities to impact active involvement and actually involve and empower people. Too much seemed to be driven tops-down rather than bottoms up. So, I detailed my thoughts in an article about thinking locally:

Engagement – Think Local, Act Local

And that writing started me thinking about the whole negative reality of tops-down, corporate “engagement” that my 40 years of business management work has never shown to work very well. The thought was that disrupting this approach might be interesting.

Corporate Engagement Hasn’t Worked – Why not try Disruptive Engagement?

So, what IS Disruptive Engagement? Nothing fancy. It is simply about allowing the supervisors and managers to remove the things that their people perceive to be getting in the way of improving their workplaces. Often these are perceived roadblocks, more than real ones and Best Practices will show that the solutions are often already in place and working in isolated cases.

Disruptive engagement supervisors and motivation

Well, That got me thinking about what to actually do to accomplish this kind of initiative. The ideas already exist and it is more about developing a culture that does a better job of minimizing fear and optimizing discussions.

Disruptive Engagement, Supervisors, Empowerment and Performance Improvement

But a reality are the issues of allowing the supervisors the time and ability to actually do things differently. There is simply so much task interference from meetings and reports and measurements and other factors to really allow them the coaching time or the time to facilitate implementation of ideas.

FREE The Supervisor – thoughts on Disruptive Positive Active Engagement

and

The Hubcap Report – a note on Task Interference and Supervisors

What we need are good conversations and the improvement of facilitation skills to better actively involve workers.

Radical Candor and Disruptive Engagement

The solution actually does appear to be relatively simple and straightforward, if organizations really consider these issues of engagement, motivation, empowerment, innovation, and teamwork to be of importance. It sure seems like they are important, so why do we choose to not do things differently? We talk and talk and measure and measure and meet and meet but seldom have any direct contact or influence on the workers.

Disruptive Engagement and Radical Candor by Scott Simmerman

Why can’t we do this?

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

 

 

Square Wheels, Dr. Seuss and “suck” or “muck?”

As we develop more and more thoughts on The Square Wheels Project, our course to teach facilitation and engagement skills to supervisors using an online LMS and our Square Wheels® tools, I will occasionally digress and do something like a Dr. Seuss poem around one of the images.

With this particular one, though, I could not decide on the best wording so I ask my team and of course, I got two different answers so I did up a third one to confuse things even more…

Let me know which of these you like best. Maybe Dan or Chris can set up a poll; that is beyond my pay grade, I think!

Anyway, here are one, two and three:

Square Wheels LEGO graphic images by Scott SimmermanSquare Wheels LEGO graphic images by Scott SimmermanSquare Wheels LEGO graphic images by Scott Simmerman

So, if you have a most liked, let me know.

The Square Wheels Project continues to roll along,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

 

Business Haiku with Square Wheels LEGO visuals

Here are five of my new business haiku poems, done using the newest LEGO versions of the Square Wheels® images. There are 15 or 20 of these completed, which I am posting up on Instagram. I am all energized because we are so close to going live with our course on facilitation tools and techniques for supervisors that also uses the Square Wheels main image as a tool for impacting engagement and motivation.

So here are a few of these, which I hope you will like. I tied each to the landing page of the new course, which should go live this week (Nov. 1, 2016). The course, and the social media backend, is not perfect but it sure is good!

Square Wheels haiku of engagement and innovationSquare Wheels haiku - image by Scott SimmermanSquare Wheels haiku - image by Scott SimmermanSquare Wheels haiku - image by Scott Simmerman Square Wheels haiku - image by Scott Simmerman

Let me know if you like these and you can certainly contribute a haiku of your own that I can illustrate,

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com


Scott’s blog on themes of People and Performance is here.

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

 

 

 

 

Poems and Haiku on People and Performance – Square Wheels themes

I was trying out some new image capture software and got into taking some screenshots of some powerpoint slides that I then thought to change and then to redo some poems and haiku about people and performance. I got a goodly number of these done, which I will share on my poems about the workplace blog. You can go there by clicking on the poem image below:

a Square Wheels poem by Scott Simmerman

The poems blog is full of posters, quotes, one-liners and some other quick stuff that I have tried to capture over the past 2 years. It is my place for having a bit of fun. Here is a haiku poem that I will upload there tomorrow:

A square wheels haiku poem by Scott Simmerman

and here is one more poem:

A square wheels poem on workplace reality by Scott Simmerman

Hope you like these. I have a good time playing with these kinds of things, and if you want me to illustrate any writings of yours with my Square Wheels LEGO images, let me know,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels are a trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

 

lyrics:

Teamwork’s the way to get more good things done,
Those difficult changes that ain’t any fun.
It’s hard work to mesh with those not like you,
But stopping and talking is always the glue.

Passion for change? Yes?
Get the job done fast and cheap.
Labor is intense.

The Boss may just be unaware.
Of the Square Wheels always thumpy.
The wagon can roll with much less care,
If communications not so lumpy.

 

Thanksgiving, Innovation Ideas for Sustaining Success

We are going to pop up a free little Thanksgiving Conversational Toolkit focused on improving conversations about working better together. Joan is doing the main work on this and I have been tying to illustrate some of her poetry and put some tools together.

We should have it done by tomorrow (November 19, 2014), so if you would like a copy, email me and I can zip you a folder of some slides you can print and post or use in a powerpoint display and I will include the Moose Joke instructional video and those tools. The idea is to stimulate a conversation and focus about the past successes and the potential new ones that should be attained as we move toward the New Year.

Here is a business haiku that I just spun up to illustrate our thinking on this:

business thanksgiving haiku by Scott Simmerman

If you are looking for some conversational stuff to support any pre-Thanksgiving meeting you might be having, why not download these materials.

My Moose Joke is my favorite meeting closer:

Moose Joke punchline

Click on the above to read about this closing joke

I trust that all things roll forward smoothly,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels are a trademark of Performance Management Company

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The Art of Reframing and the Power of Positive Possibilities

A few months ago, I crafted up a blog for Diane Crampton that I thought I should also publish here in my blog. I called it,

Recovering the Powers of Positive Possibilities – Ideas and Anchors for The Leadership Art of Reframing

Research shows that new hires rather quickly lose that initiative and spark and that they generally regress to the average morale of the group within a short period of time (Sirota Research, 2010). In other words, they had that motivation and they lost it because of how they were managed!

1SWs One Recover what we lost seuss

Recovery. Noun. 1) The act or process of returning to a normal condition, especially from sickness, a shock, or a setback; recuperation; 2) restoration to a former or better condition; 3) the regaining of something lost; 4) the extraction of something useful from materials or a situation which is otherwise useless or poor.

So, let’s talk about Recovery. If you step back from the wagon, you will see that this illustration both represents how things really work in most organizations and that it represents a whole big bunch of issues and opportunities.

Many Round Wheels are already in the wagon, so one key to identifying the issues is simple:

 Don’t Just DO Something. Stand there!

In haiku, it might read something like this:

2SWs One Haiku dawn breaks with noises

click on this image to open our poems and haiku blog

So, this is a blog around some ideas for dis-un-engaging people. The basic idea is pretty simple:

“Potential Possibility for Performance Productivity Practices Already Exist, and Square Wheels are everywhere!
Find them, Engage People, and Fix Things!

3Real men mud haiku

But don’t find the wheels yourself! Find the wagon pushers and have them find the wheels, identify the possibilities and implement their own solutions. The rationale is quite simple:

People resist the changes done TO them but develop ownership involvement for their own ideas about making things better.
Nobody ever washes a rental car.

People need to be engaged and the role of manager is to help remove all those things that have been disengaging them in their work. If they have some ownership of the solutions and they see possibilities for improvement, they will put forth more effort to succeed. As the two next illustrations might show, it is about motivation and active involvement:

Square Wheels image and Dr. Seuss poem on performance

But the reality is that the manager is an unknown factor in all this in most workplaces. Surveys show that people often feel their ideas are ignored or that they are under aversive control. They will show a lot of compliance behavior, not what we want for involvement and engagement. There is often an issue of trust. And, “Trust is the residue of promises fulfilled.” (Frank Navran)

The suggestion is that managers do a better job of simply asking for ideas for improvement and productivity and that they do a better job of listening and empowering people to actually implement those ideas. What we suggest is that you take the ideas about what is not working smoothly and reframe them into possibilities that can be implemented.

Square Wheels image and poem on performance

If people point to something as a Square Wheel, people will naturally generate a round wheel alternative based on their cognitive dissonance. The real question is one of motivation, reflected as, “Why bother; no one cares…”

Managers need to be identified as coaches and mentors, in addition to their other roles. They need to act as if they care about improvement and about people. Managers should be looking ahead, identifying possibilities and future outcomes, and involving and engaging their staffs for the long pull ahead.

Square Wheels image of Mentoring Change Haiku

Below should be part one of your thinking about people and performance. The focus is on the front end of the process of generating higher levels of involvement and building strengths. Doing some training and some team building will allow people to develop their own ideas and potential as well as improve workplace results. We have one of the truly best team building simulations focused on alignment and performance. Click on the image below to see The Search for The Lost Dutchman’s Gold Mine.

Square Wheels image of muscle building improvement

If we continue to do the same thing, we can pretty much expect the same results.

The key is to Involve. Engage. Enlist. Align. Expect. Impact.

And generate more fun and involvement out there among the people who we depend on to get things done,

 

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels are a trademark of Performance Management Company

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Copyright 2013, 2014  Performance Management Company

Some Leadership and Training Jokes and Haiku

Occasionally, I go off on a tangent and this is certainly one of those times. In an email, someone asked me for an anchor point and I remembered all these jokes and one-liners I have in my other website (www.SquareWheels.com) and going there reminded me of just how many of those things I posted years ago…

Click on image to go to Jokes Page

Click image to go to Jokes Page

Here are a couple from that one page and note that there are 9 pages of jokes on the Square Wheels website.

This is a good one on communications in general. You might actually do this as an exercise in the classroom:

An English professor wrote the words, “a woman without her man is nothing” on the blackboard and directed the students to punctuate it correctly.
The men wrote: “A woman, without her man, is nothing.”
The women wrote: “A woman: without her, man is nothing.”
Perspective is everything!

On customer service:

A husband and wife are traveling by car from Atlanta to New York. After almost twenty-four hours on the road, they’re too tired to continue, and they decide to stop for a rest. They stop at a nice hotel and take a room, but they only plan to sleep for four hours and then get back on the road.

When they check out four hours later, the desk clerk hands them a bill for $350. The man explodes and demands to know why the charge is so high. He tells the clerk although it’s a nice hotel, the rooms certainly aren’t worth $350. When the clerk tells him $350 is the standard rate, the man insists on speaking to the manager.

The manager listens to the man and then explains the hotel has an Olympic-sized pool and a huge conference center that were available for the husband and wife to use. He also explains they could have taken in one of the shows for which the hotel is famous. “The best entertainers from New York, Hollywood and Las Vegas perform here,” explains the manager.

No matter what facility the manager mentions, the man replies, “But we didn’t use it!” The manager is unmoved and eventually the man gives up and agrees to pay. He writes a check and gives it to the manager. The manager is surprised when he looks at the check. “But sir,” he says, “this check is only made out for $100.”

“That’s right,” says the man. “I charged you $250 for sleeping with my wife.”

“But I didn’t!” exclaims the manager.

“Well,” the man replies, “she was here, and you could have.”

I LOVE MY JOB!
**Contributed by Bob Laurie, Juneau, Alaska, from the Lost Dr. Seuss Book**

I love my Job, I love the Pay!
I love it more and more each day.
I love my Boss; he’s the best!
I love his boss and all the rest.

I love my Office and its location –
I hate to have to go on vacation.
I love my furniture, drab and gray,
and the paper that piles up every day!

I love my chair in my padded Cell!
There’s nothing else I love so well.
I love to work among my Peers –
I love their leers and jeers and sneers.

I love my Computer and all its Software;
I hug it often though it doesn’t care…
I love each Program and every File,
I try to understand once in a while!!

I’m happy to be here, I am I am;
I’m the happiest Slave of my Uncle Sam.
I love this Work: I love these Chores.
I love the Meetings with deadly Bores.

I love my Job – I’ll say it again –
I even love these friendly Men –
These men who’ve come to visit today
In lovely white coats to take me away!!!

 

On Promotion and Marketing:

“If the circus is coming to town and you paint a sign saying “Circus Coming to the Fairground Saturday,” that’s advertising. If you put the sign on the back of an elephant and walk him into town, that’s promotion. If the elephant walks through the mayor’s flower bed, that’s publicity. If you can get the mayor to laugh about it, that’s public relations.

And if you planned the elephant’s walk, that’s marketing.”

Murphy’s Technology Laws –

Murphy’s Technology Law #1:
You can never tell which way the train went by looking at the track.

Murphy’s Technology Law #2:
Logic is a systematic method of coming to the wrong conclusion with confidence.

Murphy’s Technology Law #3:
Technology is dominated by those who manage what they do not understand.

Murphy’s Technology Law #4:
If builders built buildings the way programmers wrote programs, then the first woodpecker that came along would destroy civilization.

Murphy’s Technology Law #5:
An expert is one who knows more and more about less and less until he/she knows absolutely everything about nothing.

Murphy’s Technology Law #6:
Tell a man there are 300 billion stars in the universe, and he’ll believe you. Tell him a bench has wet paint on it, and he’ll have to touch to be sure.

Murphy’s Technology Law #7:
All great discoveries are made by mistake.

Murphy’s Technology Law #8:
Nothing ever gets built on schedule or within budget.

Murphy’s Technology Law #9:
All’s well that ends… period.

Murphy’s Technology Law #10:
A meeting is an event at which minutes are kept and hours are lost.

Murphy’s Technology Law #11:
The first myth of management is that it exists.

Murphy’s Technology Law #12:
A failure will not appear until a unit has passed final inspection.

Murphy’s Technology Law #13:
New systems generate new problems.

Murphy’s Technology Law #14:
To err is human, but to really foul things up requires a computer.

Murphy’s Technology Law #15:
We don’t know one-millionth of one percent about anything.

Murphy’s Technology Law #16:
Any given program, when running, is obsolete.

Murphy’s Technology Law #17:
A computer makes as many mistakes in two seconds as 20 men working 20 years make.

 

This story below has been a favorite storyline of mine for a long time. But read my added comments at the end:

How Standards are set

The US standard railroad gauge (distance between the rails) is 4 feet 8.5 inches. That’s an exceedingly odd number. Why was that gauge used? Because that’s the way they built them in England, and English expatriates built the US railroads.

Why did the English build them like that? Because the first rail lines were built by the same people who built the pre-railroad tramways, and that’s the gauge they used.

Why did ‘they’ use that gauge then? Because the people who built the tramways used the same jigs and tools that they used for building wagons, which used that wheel spacing.

Okay! Why did the wagons have that particular odd wheel spacing? Well, if they tried to use any other spacing, the wagon wheels would break on some of the old, long distance roads in England, because that’s the spacing of the wheel ruts.

So who built those old rutted roads? The first long distance roads in Europe (and England) were built by Imperial Rome for their legions. The roads have been used ever since. And the ruts? Roman war chariots first made the initial ruts, which everyone else had to match for fear of destroying their wagon wheels and wagons. Since the chariots were made for, or by Imperial Rome, they were all alike in the matter of wheel spacing.

Thus, we have the answer to the original question. The United States standard railroad gauge of 4 feet, 8.5 inches derives from the original specification for an Imperial Roman war chariot.

Specifications and bureaucracies live forever. So, the next time you are handed a specification and wonder which horse’s rear came up with it, you may be exactly right. Because the Imperial Roman war chariots were made just wide enough to accommodate the back ends of two war-horses.

And now, the twist to the story…

There’s an interesting extension to the story about railroad gauges and horses’ behinds. When we see a Space Shuttle sitting on its launch pad, there are two big booster rockets attached to the sides of the main fuel tank. These are solid rocket boosters, or SRBs. Thiokol makes the SRBs at their factory at Utah. The engineers who designed the SRBs might have preferred to make them a bit fatter, but the SRBs had to be shipped by train from the factory to the launch site. The railroad line from the factory had to run through a tunnel in the mountains. The SRBs had to fit through that tunnel. The tunnel is slightly wider than the railroad track, and the railroad track is about as wide as two horses behinds.

So, the major design feature of what is arguably the world’s most advanced transportation system was determined by the width of a Horse’s [rear]!

A check of the above on Snopes finds the storyline to not be true. (See http://www.snopes.com/history/american/gauge.asp) – in part, it says:

The eventual standardization of railroad gauge in the U.S. was due far less to a slavish devotion to a gauge inherited from England than to the simple fact that the North won the Civil War and, in the process, rebuilt much of the Southern railway system to match its own:

Still, the above does make for a great story!

—————-

On the value of good help!

A salesman is lost in a rural area and stops at a farm to get directions. As he is talking to the farmer he notices a pig with a wooden leg. “How did the pig get a wooden leg?”, he asks the farmer.

“Well”, says the farmer, “that is a very special pig. One night not too long ago we had a fire start in the barn. Well, sir, that pig set up a great squealing that woke everyone, and by the time we got there he had herded all the other animals out of the barn and saved everyone of them.”

“And that was when he hurt his leg?” asked the salesman. “Oh no” says the farmer. “He was fine after that. Though a while later I was in the woods out back and a bear attacked me. Well, sir, that pig was near by and he came running and set on that bear and chased him off. Saved me for sure.” “So the bear injured his leg then.” says the salesman.

“Oh no. He came away without a scratch from that. Though a few days later my tractor turned over in a ditch and I was knocked unconscious. Well, that pig dove into the ditch and pulled me out before I drown.” “So he hurt his leg then?” asks the salesman. “Oh no,” says the farmer. “So how did he get the wooden leg?” the salesman asks.

“Well”, the farmer tells him, “A pig like that, you don’t want to eat all at once.”

 

If They Wrote Computer Error Messages in Haiku

Some computer messages, done poetically in Haiku

First snow, then silence.
This thousand dollar screen dies
so beautifully.

With searching comes loss
and the presence of absence:
“My Novel” not found.

The Tao that is seen
is not the true Tao, until
you bring fresh toner.

Chaos reigns within.
Reflect, repent, and reboot.
Order shall return.

Three things are certain:
death, taxes, and lost data.
Guess which has occurred.

A file that big?
It might be very useful,
but now it is gone.

Errors have occurred.
We won’t tell you where or why.
Lazy programmers.

Seeing my great fault
through darkening blue windows,
I begin again

The code was willing.
It considered your request,
but the chips were weak.

Printer not ready.
Could be a fatal error.
Have a camera?

Server’s poor response
not quick enough for browser.
Timed out, plum blossom.

Login incorrect.
Only perfect spellers may
enter this system.

This site has 404’d.
We’d tell you where, but then we’d
have to delete you.

Wind catches lily
scatt’ring petals to the wind.
Segmentation fault.

ABORTED effort:
Close all that you have.
You ask much too much.

The Web site you seek
cannot be located so
find endless others.

Stay the patient course.
Of little worth is your ire.
Find your network down.

A crash reduces
your expensive computer
to a paperweight.

A chasm exists
of carbon and silicon
the software can’t bridge.

To have no errors
would be life without meaning.
No struggle, no joy.

You step in the stream,
but the water has moved on.
This page is not here.

Having been erased,
the document you’re seeking
must now be retyped.

Rather than a beep
or a rude error message,
simply: “File not found.”

Serious error.
All shortcuts have disappeared.
Screen. Mind. Both are blank.

 

On Thoughts and Thinking

Question:
Despite my vast (nay, encyclopedic) knowledge and understanding of all aspects of the Internet, one thing puzzles me. That is how I can send a message to a group and have it appear literally within seconds, and then send another which will take more than 24 hours to appear.

(Signed)Puzzled Los Gatos Sociologist

Response
Ah. I’m happy to report that you have come to the right place for the answer to this deep question.

Before I reveal the cause of the common phenomenon you’re wondering about, though, I’d like to point out some other quirky behaviors that you may have noticed.

.. Some days your car starts on the first turn of the starter. Some days it doesn’t start at all.

.. Some recent nights have been brilliantly lighted by the full moon. Tonight I’ve waited and waited, but all I got was wet.

These have nothing to do with why one message is transmitted immediately while another takes 24 hours.

The reason is complex, and we technologists don’t often expect even to hear such sophisticated questions from those outside the inner circle, and many of us are loathe to reveal the hidden cause.

But you seem trustworthy, so…

Look at your keyboard. Notice how the keys are all out of order? You’d think they’d be in alphabetical order, wouldn’t you? But no, they are arranged in an odd pattern called QWERTY, originally devised by a typewriter manufacturer to slow typists down to the point where his machines wouldn’t jam. Imagine, now, when you send a message down the wires, how differently the many routers and interfaces that the message goes through are affected by different juxtapositions of letters in your message. Just as a modest change in the original position of a chess problem has a dramatic effect on the time required to solve it, the tiniest change in the arrangement of letters in your message – often not even noticeable to any but the expert eye, and even then only with complex measurement equipment – can wreak havoc with every interface the message must pass through.

Imagine you had a car wider than the normal freeway lane. Going through interchanges would be a particular trial; how quickly you could pass through would depend on the amount of other traffic, the number of odd-shaped oncoming cars, and many other factors — much too complex to summarize quickly. But I’m sure you get the idea. And just as if you drove through many interchanges in your odd-shaped car you could be delayed dramatically, changes in the letter composition of your message slow it down every time it goes through a router, the internet’s interchange.

The letters W and M are particularly noxious in this way. If they happen to fall within the same word, as in women, or if multiples of them fall within a word, as in mammal, or wow, their retardant effect is in fact squared; this was first proved by Von Neumann in 1944, although certain notes of Ada Lovelace in 1861 indicate that she, too, had the basic idea.

The vowels, on the other hand, particularly I and O, are quite slippery and can speed up the trip of your message through a router; in fact, an I almost cancels an M, and words with many Is and Os, such as oil, lion, noise, and onion, can have a remarkable accelerating effect.

These are only the extreme cases. Each letter, and in fact each key, has its own lexical friction coefficient (LFC), which often depends on the relationship of the letter to other letters in the word and to other words in the message. LFC tables were originally compiled by Hollerith in 1901, for use in his famous Census-tabulating work, but were not made available to the general public until IBM brought out the 407 tabulating machine in the mid-thirties, and published a full set of lexical friction data in the documentation that was issued with the machine. Later, in 1962, when IBM first produced the Selectric typewriter, new LFC tables had to be constructed; these were made available in technical libraries.

Depending on the net lexical friction of a message, the transit time of a message through a router can differ by as much as a factor of fifty. This in itself is hardly sufficient to explain the difference between instant delivery and 24-hour delivery, however. The biggest part of the effect is a second-order result of high-LFC messages passing through routers. Just as when a stream slows down it deposits much more silt and other sediment on its bed, a high-lfc message, traveling slowly through a router, leaves what amounts to arterial plaque in the routers optical fiber connections. Optical fiber builds up LFC-related plaque anyway, but normally so slowly that fibers don’t have to be cleaned or changed for years. However, a chance confluence of many high-LFC message can deposit so much LFC plaque in the fiber connections of a router that the router can be totally disabled. Even if the router is not put completely out of service by fiber plaque, it can transmit messages so slowly that many recipient protocol managers conclude correctly that their correspondents have failed, and request retransmission. Thus high-LFC messages not only move more slowly through the internet, but actually raise the internet’s traffic load while they do so.

This issue has been studied in great detail by my erstwhile employer, whose interest in fiber plaque, LFC aggregation, and the resulting internet congestion is so high that it has formed a special task force to study the matter and recommend solutions within a year. I fully expect, however, that since the matter is dependent on keyboard design originally, these studies will probably result in little improvement, and once again we will be left anxiously awaiting the next-faster generation of optics, routers, and computers, meanwhile helplessly floundering in a stew of such technical complexity that only the few can comprehend it.

I would suggest that to improve your transmission times you should begin by tabulating the letter counts in your messages, and correlate them with message delivery delays. This technique is crude, but should give you a rough idea of what to expect. If your needs go beyond manual counting, you can find any number of lexical friction coefficient analysis programs in the commercial world, replete with graphic interfaces and LCF-optimization capabilities.

I’m glad to have been of service in this matter, and will make myself available for further questions as they occur to you.

Received from Teresa’s Jokers

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

Square Wheels are a trademark of Performance Management Company
LEGO® is a trademark of the The LEGO Group

 

Facilitation Tools, Corporate Team Building Events and Business Haiku

Content curation is a relatively new thing for me, although I have been a collector of all things since forever, tending to keep a lot of articles and different kinds of resources on a variety of business things as well as gardening, travel, etc. I guess I am an information junkie, even saving old bicycling magazines since the articles are forever… Evernote is one of my new places to file interesting bits and pieces and store ideas and the like.

A couple of weeks ago, I came across List.ly, which seems like a great place to store a variety of things for other people to browse — some of the articles are things I write about and others are things that I collect. The interesting thing about the list is that other people can also add ideas and content to the list.

To begin with, I posted up a list on some Facilitation Tools and ideas for involving and engaging people. Then, I added a list about my business haiku poems and then another list summarizing ideas on team building events. Plans are to expand on each of them as well as add others. You can visit these particular lists by clicking on this main link image to show all of them:

corporate team events+ facilitation + Haiku 50

and you can go directly to the Corporate Team Building List by clicking on the icon below:

corporate team building ideas

Here are some links to Facilitation Tools and engagement ideas and techniques:

Facilitation tools and engagementAnd here is the one that shares some of my Business Haiku.

business haiku and poems on performance

Plans were to get these lists started and then to go in and populate them with my own stuff as well as interesting resources from other people. YOU can go to the list and also add resources and support.

Lastly, and not about list.ly, I have just uploaded a new Slideshare bundle about our team building exercise, The Search for The Lost Dutchman’s Gold Mine. You can see an overview of the program by clicking on the image below:

slideshare Lost Dutchman Marketing Cover image

Resources. Improving organizational performance is about having access to resources and information. I trust that the above will represent useful information in your efforts to impact people and performance,

For the FUN of It!

 

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

 

Teamwork and Politics, Alligators and Sharks and Fear as a Motivator

Organizational Improvement and Performance Management and Innovation and Teamwork.

These are real issues and represent improvement opportunities in most every organization. To some people, it’s “Bring on the challenges” while for many others, it is, “run for the hills!” And there is a ground reality for both groups and their thinking.

Early Adapters are those individuals who simply love the challenges of putting something together and implementing to see the results. They are somewhat less risk averse than most people in organizations, but they also seem to have a mindset of being able to meet challenges, adapt as needed, take some hits but keep things moving forward — then tend to see the Big Picture in things and like the rewards obtained from successes. They view risk taking as a manageable and normal part of their job.

Others may not feel as confident in their survival skills and will choose to observe a bit and see if positive results are recognized or if some failures get a more negative treatment. They tend to look at survival as something more important, that the known issues and downsides of taking risks are quite real as opposed to some possibility of maybe getting some recognition.

It is a different style issue, to some extent, but also an issue of personal perspective and personal history. Different people view the same situation differently.

I tried to illustrate this situation with my Trial and Error illustration and the supporting activities and comments in another blog. You can read about it by clicking on the image link below:

square wheels image of Trial and Error

Basically, do people see the attempt at improvement in the illustration above as a good thing or do they focus their critical attention on the things that should or could have been done better? Now that they have stepped back and have some perspective, do they re-approach the wagon and continue working or do they simply run over the hill and look for something else?

Continuous continuous improvement comes from continuous reinforcement of incremental improvement. But fear also comes into play (read about Fear as the Mindkiller in another of my blogs).

The reframing thought I would like to share is the basic idea that caterpillars can fly if they would just lighten up! Fear is a manageable situation for most people in most organizations and some additional thoughts and a survey about understanding fear will be the subject of a later post, based on some work by the late Gene Calvert.

Politics is represented in my illustrations by the idea of mud. It is that gooey stuff that is hard to get a grip on. It exists more after rain, so it may be different for different workgroups on different days, but the mud still forms. And people need to deal with it. You can find information about our change management toolkit using the Square Wheels illustrations by clicking on the image link below:

Square Wheels Mud Image and haiku

The key is how we deal with it and how we look at the environment. We’re up to our axles in mud and we need to get out of the ditch and up on the road, which takes both effort and perspective. There is also the issue of perceived risk. Some people look at how things are working and consider the cost and downside more than the potential benefits for improvement. Staying in the mud in the ditch might be perceived as a safer situation than trying to work to get free.

The might be that if it CAN go wrong, then it probably WILL go wrong and that the risk is not justified by the small reward potentially gained by taking that risk. It is an issue of organizational culture, positivity, and perspective. You can find a good bit of writing on Murphy’s Law and a lot of the correlates of that thinking in an earlier blog of mine here.

The solutions can actually be pretty straightforward. People tend to take more risks if they are part of a team, and that team tends to take more risks if the recent past attempts to improve have generated some positive reward or reaction. If failure is accepted when in the context of sincere attempts to implement change or improvement, we begin to change the culture and the nature of the mud.

The other reality is that the environment sometimes feels like this:

Alligators and Sharks Competition poemOne view says, DANGER. The closely associated view says, “pressure to make improvements.” A bit of perspective shows that some level of motivation to change will help drive improvement. The key is whether it is energizing or that it simply causes people to freeze in fear. Fear is the Mindkiller, right?

It is kind of like building a wall of mud: the critical act is throwing mud at the wire fence. You may not know precisely where each bit of mud might stick, but the act of persistent mud throwing WILL build a wall over time. (It is probably reasonable to also expect some rain on occasion (grin) ).

For the FUN of It!

Dr. Scott Simmerman

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

 

 

 

Daylight Savings Square Wheels Haiku – a Poll

I continue to play with spinning ideas around business haiku and people and performance. So, thinking about the end of Winter, the idea of Daylight Savings hit me. Daylight Savings Time starts at 0200 hours on Sunday, March 9, 2014 meaning the time change is less than a month away and we will have more early morning darkness with longer evening light here on the East Coast.

And that whole thing about time changes got me thinking of doing a haiku poem around the Square Wheels One image and focusing on the reality of workplace change, since this time change is done every year and it is always the same thing… Many think it is also a real hit on productivity and has large economic costs to the US, estimated to be between $400,000,000 and $2,000,000,000 every year (yeah, go figure; someone seems to).

So here are 6 slightly different Square Wheels Business Haiku on which your input would be appreciated:

SWs One Daylight Savings Business Haiku 1 - 3and

SWs One Daylight Savings Business Haiku 4-6

Which do you like the most? You can see each in slightly larger detail below.

Haiku 1:

SWs One Daylight Savings haiku Winter choosing

Haiku 2:

SWs One Daylight Savings haiku just like how

Haiku 3:

Square Wheels One Daylight Savings haiku Winter more work

Haiku 4:

Square Wheels One Daylight Savings haiku Bring Change

Haiku 5:

Square Wheels One Daylight Savings haiku Jump Forward

Haiku 6:

Square Wheels One Daylight Savings haiku Will Spring

Your vote would be helpful with my getting a better understanding of the reactions to the illustrations and the haiku.

For the FUN of It!

Dr. Scott Simmerman

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

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