Great post! Read a fine book that came out last year - There's Got to Be a Better Way by
Nelson P. Repenning and Donald C. Kieffer. Not about AI but about how management's everywhere usually have no real idea of how work actually gets done within their own organisations - lots of good stuff on dynamic work design as well the universal use of "workarounds" - where people end up deviating from how they are supposed to do things just get it done - although a short term fix, it just stores up trouble for later......AI adoption seems to be falling into this very trap.
"The fix-it-all-at-once change strategy has several problems and rarely succeeds. It overwhelms the system with work and, perversely, often pushes people deeper into expediting and other workarounds. When people do carve out the space to make the required changes, the modifications suggested by senior leaders are typically disconnected from how the work is actually done. For example, we worked with one manufacturing plant that, in an effort to reduce eye injuries, required everyone to wear safety glasses. This change worked great except when work was done in hot, humid areas, where the glasses tended to fog. Technicians were now stuck between a proverbial rock and a hard place: follow the rule to the letter, risk tripping, and do the task with obscured vision or violate the rule. Mandating one-size-fits-all changes often forces people doing the work to make additional, often surreptitious workarounds. Not surprisingly, putting those who do the work in an impossible bind does little to increase their motivation for participating in change." (Nelson P. Repenning and Donald C. Kieffer, There's Got to Be a Better Way)
Great post! Read a fine book that came out last year - There's Got to Be a Better Way by
Nelson P. Repenning and Donald C. Kieffer. Not about AI but about how management's everywhere usually have no real idea of how work actually gets done within their own organisations - lots of good stuff on dynamic work design as well the universal use of "workarounds" - where people end up deviating from how they are supposed to do things just get it done - although a short term fix, it just stores up trouble for later......AI adoption seems to be falling into this very trap.
"The fix-it-all-at-once change strategy has several problems and rarely succeeds. It overwhelms the system with work and, perversely, often pushes people deeper into expediting and other workarounds. When people do carve out the space to make the required changes, the modifications suggested by senior leaders are typically disconnected from how the work is actually done. For example, we worked with one manufacturing plant that, in an effort to reduce eye injuries, required everyone to wear safety glasses. This change worked great except when work was done in hot, humid areas, where the glasses tended to fog. Technicians were now stuck between a proverbial rock and a hard place: follow the rule to the letter, risk tripping, and do the task with obscured vision or violate the rule. Mandating one-size-fits-all changes often forces people doing the work to make additional, often surreptitious workarounds. Not surprisingly, putting those who do the work in an impossible bind does little to increase their motivation for participating in change." (Nelson P. Repenning and Donald C. Kieffer, There's Got to Be a Better Way)
Andrew, that sounds right up my alley. Thank you!
That’s a useful way of putting it - thank you: “Until experimentation becomes cheaper than looking competent transformation stays stuck.”