Fix the Process, Not the Problem
Harvard Business Review
By Harold L. Sirkin and George Stalk, Jr., July–August 1990 Issue
...everyone at the paper mill became a problem solver. Together, managers and mill workers learned to take the initiative not just for identifying problems but also for developing better processes for fixing problems and improving products. Their approach did not depend on key senior executives taking charge and telling people what to do. Instead, the entire organization learned how to learn.
By Harold L. Sirkin and George Stalk, Jr., July–August 1990 Issue
...everyone at the paper mill became a problem solver. Together, managers and mill workers learned to take the initiative not just for identifying problems but also for developing better processes for fixing problems and improving products. Their approach did not depend on key senior executives taking charge and telling people what to do. Instead, the entire organization learned how to learn.
In the pressure to get things done, many managers fear being patient. They focus on short-term fixes to existing problems rather than on instituting processes to solve and eventually prevent problems and to identify unsuspected opportunities.
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