There’s Got to Be a Better Way How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work

“Intense pressure, long hours, and perpetually changing priorities are just few of the many issues people contend while working in and leading organizations. As one manager told Nelson Repenning and Don Kieffer: “I start Monday morning by making a list of all the important things I need to do this week. I work my ass off all week, but on Friday afternoon I wonder what the hell happened”. The chaos of everyday business forces people into an exhausting, ineffective seemingly never-ending round of workarounds, firefighting, herding cats, and playing whack-a-mole. There has got to be a better way. And there is: the groundbreaking discipline of dynamic work design that improves productivity, reduces costs, and increases efficiency, forming the how-to for the way all parts of the company can work in concert, not as individual, disconnected pieces. It has been used in organizations around the world to close the gap between results promised and results delivered. The five principles of dynamic work design for understanding how work really gets done have been used to remove organizational roadblocks, reach collective goals that previously seemed impossible, and overcome serious business-threatening problems. It has yielded breakthrough results in settings ranging from bio-tech labs, hospitals, oil refineries, homeless shelters, and casinos. It is used for complex work where people are the primary source of productivity and need to see how they can work together effectively on issues ranging from ensuring the safety of patients following heart surgery to saving money in an oil refinery’s procurement process. When things don’t work companies often engage in unending streams of reorganizations, initiatives, and productivity systems that don’t improve productivity but do add a lot of busywork. There’s Got to Be a Better Way is an antidote, enabling managers to rethink basic beliefs about their task and change the way they see and think about the flow of work in their organizations”–