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Underlying Assumptions

The underlying assumptions harbored by executive decision-makers drive an org’s processes/policies. And those processes/policies influence an org’s social and financial performance. As a rule, assumptions based on Theory X thinking lead to mediocre performance and those based on Theory Y lead to stellar performance. Most org processes/policies (e.g. the annual “objective” performance appraisal ritual) are Theory X based constrictions cloaked in Theory Y rhetoric – regardless of what is espoused.

  1. November 27, 2012 at 3:21 am

    Reblogged this on thinkpurpose and commented:
    It’s Underlying Assumptions day here at ThinkPurpose. All day! And every day! Just as it is in your world too!

    You’ve got no choice over that, but you DO have the choice over WHAT your underlying assumptions are. Three steps!
    (i) see what effect you are having on the world
    (ii) work out what are you doing to cause that effect
    (iii) track that back to your assumptions, “the cause behind the cause”

    Thinking–>System–>Performance!
    As always, it’s best if those in charge do this first, otherwise it’s just annoying.

    This re-blogged post courtesy of Bulldozer00.com

    • November 27, 2012 at 5:53 am

      Thanks. You’re right on with your 3 step advice.

  1. November 27, 2012 at 3:25 am

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