visiting the Dolphin Research Center Eileen McDargh
became fascinated with the corollary between engagement
for high performance in order to create a resilient
organizational life and engagement and high performance
in the watery world of the dolphin. Read this article
and discover what she learned.
businesses spend more time and energy trying to find
new customers than retaining and making their current
ones happy. The logic behind customer retention
management (CRM) is simple -- It costs far less money
to keep customers happy than to spend much more money
replacing the unhappy ones with new customers. If
you take care of your customers they tell their friends
about your business and will in the long run end up
spending more money. It is not rocket science.
thinking transmits through systems in three orders
– kinetic, second and third order effects.
Kinetic effects describe the objectives of short-range
operational plans – the plans and projects we carry
out on a daily basis in our work. These objectives
must be clear, measurable, and achievable and must
support the organization's overall objectives.
Although a plan or project may take some time to complete,
its effects should be immediately observable and measurable.
That's the kinetic effect of effects-based thinking
– a small but significant step toward a larger goal
(i.e. second and third order effects).
organizations utilize scoreboards or dashboards to
track progress toward goals. Such methods have
values that can be measured in a continuous manner
to track performance. But such tools are just
that – measures of performance toward discreet objectives,
but not necessarily a component of effects-based thinking.
These objectives do not always have a clear connection
to the organization's overarching goals or vision
that one gets with EBT. For example, making
a certain amount of revenue or delivering a particular
earnings per share by the end of the year are great
measurements. How are we going to know whether
the actions we are taking today and tomorrow are having
the right effects upon those measurements? How
can we utilize effects-based thinking to know that
we aren't just getting lucky? Furthermore, how
do we even know that those measurements are the rightmeasurements?
And how do we know that the sum of the individual
actions taken to affect these measurements, which
often form the basis of incentive systems, are not
interfering with each other or ultimately damaging
the organization? This is where effects-based thinking
or EBT comes into play.
the name implies, effects-based thinking (EBT) is
an approach to strategic planning and decision making
where the effects of specific actions are assessed,
not in a narrowly defined and time-limited way, but
through a perspective that is sensitive to broad-ranging
and lasting impacts. Effects-based thinking
is the opposite of short-sightedness or myopia.
Managing a business
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to help. Explore our pages to find the information, advice
and other resources you need to better manage your people,
your assets ... and your business.
The local chamber
of commerce or similar business association good place to
start when looking for contacts in another city or town
or when looking for nearby business resources. Our database
contains links to an extensive collection of chambers of
commerce, boards of trade and other associations serving
similar functions. Click
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management around the world. Click
we said a few sections above about us not having a monopoly
on management information, well books are big-time repositories
of knowledge about the theory and practice of knowledge.
You should definitely buy some. In particular, you should
buy some through our affiliation with Amazon. Visit our
bookstore or click on any of the book links throughout the
once said, "whoever has the most stuff when he dies, wins."
We don't know if that's true, and we're not particularly
happy about the politically incorrect exclusive use of the
masculine pronoun, but just in case that is the rule of
the game, don't you think you'd better increase your score?
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