Ben shares his story of his own work. Just to make sure it's heard as
something other than personal to his company, I've been connected in
various ways to 4 different businesses with related "customer service"
processes and all share the mania for numbers and mechanistic approaches
... and the declining productivity.
Much of the productivity decline is the amount of time fixing earlier poor
work. The latest example is a company which swears (to employees and
customers) that service quality is the main concern ... and rewards
employees for nothing but volume of calls handled per fixed time period.
The challenge is clear and it is cognitive. If individual and
organisational intelligence don't count, then the results will be as Ben
-- Michael McMaster : Michael@kbdworld.com web:http://www.vision-nest.com/BTBookCafe/TIA/TIAmap.html "I don't give a fig for the simplicity this side of complexity but I'd die for the simplicity on the other side of complexity." attributed to an Amercian Chief Justice
Learning-org -- An Internet Dialog on Learning Organizations For info: <firstname.lastname@example.org> -or- <http://world.std.com/~lo/>