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He was arrested for throwing stones three years before his execution, and was reportedly tortured and held in solitary confinement for long periods.
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His reputation as a project manager could not have been better. It was horrible. Within the second week, the client suddenly went on a two-week vacation.
The communication plan did not have a. Meanwhile, when he got back apparently multiple requirements crept in. The sentence was:. Now, you tell me.
Strategies also flop because individuals resist the change. For example, headquarters might want more standardization in a product, but a local marketing executive disagrees with the idea.
Many times, there can be sound reasons for resistance. Sometimes a strategy might make sense at the highest level, but its full impact on the whole organization has not been fully considered, according to Steele.
For example, imagine that the general strategy calls for promoting one brand throughout the company while taking resources away from another brand.
That might make sense in one market, yet be completely counterproductive elsewhere. Cultural factors can also hinder execution.
Companies sometimes try to apply a tried-and-true strategy without realizing that they are operating in markets that require a different approach.
Even such a world-beater at execution as Wal-Mart, for instance, has sometimes made some missteps because of culture.
One example: When Wal-Mart first moved in to Brazil, it tried to lay down terms with suppliers in the same way it does in the U. Suppliers simply refused to play, and the company was forced to reevaluate its strategy.
Functional silos hinder the coordination necessary for companies to seize new business opportunities. Matrix organizational structures obscure accountability for projects and initiatives.
Indeed, execution becomes especially difficult when executives are charged with managing the activities not only of their direct reports but also of a far-flung network of suppliers, partners, knowledge workers, and colleagues in different time zones around the world.
Managers cannot overcome these and other obstacles to execution by doing more of the same; instead, they must fundamentally rethink how work gets done.
Specifically, they must acknowledge that a company is more than a bundle of processes or a set of boxes and lines on an org chart.
At its heart, every company is a dynamic network of promises. Employees up and down the corporate hierarchy make pledges to one another—the typical management by objectives.
Employees also make commitments to colleagues in other divisions and to customers, outsourcing partners, and other stakeholders.
Promises are the strands that weave together coordinated activity in organizations. Most of the vexing challenges leaders face—improperly executed strategy, lack of organizational agility, disengaged employees, and so on—stem from broken or poorly crafted commitments.
Promise-based management builds on a tradition that extends back at least to the emergence of contract law in the Roman Empire.
It draws on the tenets of speech act theory, a branch of linguistic philosophy that explores how people commit themselves to action through assertions, questions, requests, promises, declarations, and other speech acts.
It also helps executives to capitalize on business opportunities outside their core competencies and to engage and retain employees within a highly mobile workforce.
Most executives prefer doing to talking, but they also spend between two-thirds and three-quarters of the workday in formal or casual discussions.
So how do they get things done with words? Speech act theory—a branch of linguistic philosophy that explores how people use words to coordinate action—says that talking is doing.
For centuries, philosophers viewed language as a tool for describing external reality. But in the s, Oxford philosopher John L.
Austin argued that many statements are intended to get things done rather than describe reality. When an umpire calls a strike, a military officer issues an order, or a supplier promises to provide a service, that individual is not describing reality but changing it through his or her utterances.
University of California philosophy professor John Searle later introduced a taxonomy of speech acts based on the roles that different statements play in getting things done.
Directives attempt to induce the listener to do something; they include entreaties, requests, and commands. Declarations are authorized pronouncements that change the state of affairs in the world, as when a boss fires a subordinate.
Expressives commit the speaker to feeling a certain way about the current state of affairs, as when someone apologizes for doing something.
Assertives commit the speaker to a truth and imply future actions consistent with it. Like philosophers, Flores argued, managers have been seduced by the belief that talking is about describing rather than doing.
Requests and promises are the basic units of coordination in commercial organizations, and assertives should be used primarily to clarify those requests and promises.
Consciously or not, managers through their utterances create an intricate web of requests, commitments, assertions, and declarations that affect how people in their organizations act.
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