Scott Daggett

Background

About Scott Daggett

A practical IT professional with years of … blah blah, yada yada.[Insert your favorite flowery prose of self-flattery here.] OK, how about this:"A respected IT guru who knows more than you do." Nah. Nobody will buy that. Not even me. But here's what sends sparks through my gray matter. After training quite a few corporate IT groups, I could see that many organizations struggle with the same problems that companies have fought with for a long time. Yet, these same problems were solved a while ago and many bright authors have published their solutions—good solutions—simple solutions to complex problems.(And simple is not easy.) What gives? Why aren't more people paying attention and fixing their business operations? I've come to appreciate the value of systems thinking, constraints management, and the Logical Thinking Process with its powerful analytical tool set. Yet, a logical explanation of root cause and a breakthrough solution idea is not enough to motivate people to take the right action. Edwards Deming is quoted as saying:"It is not enough to do your best; you must know what to do, and then do your best." The "you" in that quote includes organizations, not just individuals. So, that's where the challenge resides—changing organizational behavior; getting the whole organization aligned to the right goals and working harmoniously toward them. Changing organizational behavior requires knowledge, technique, and persuasion. The knowledge has to come from more than one head, the technique must capture that knowledge so it can be communicated, and the persuasion involves communicating the same message so that all understand in the same way and gaining buy-in across organizational groups. So how does the minion who sees the light shed it on those who hold the reigns and do so in a way that makes them want to lead the troops to a better way? You have 30 seconds in the elevator. Therein lies my quest.