In World Class R&D, behaviors are the key concern for all management...
In practice if not in theory, behaviors are the neglected stepchild in World Class Manufacturing. The work is routinized so it’s easy to measure when someone is not doing their job. Not so in R&D. Individuals and teams can easily give the appearance of productive work until they bleed the treasury dry. You often don't know if your team is effective until the end, which in some industries can take as long as a decade.
Expand all | Collapse all We intend to make it easier for merely good managers to become great
World Class R&D sets up the structure that builds successive generations of great leaders. We don't depend on any one exceptional leader (that blockbuster+
Organizational behaviors refer to behaviors in the aggregate
We seek to improve the behaviors of a team without having any particular individual in mind. Individual behaviors are handled as exceptions on a case-by-case basis: the 90-10 rule. We take care of 90% of the behaviors semi-autonomously through the design of the work, freeing management time to provide personalized attention to the remaining 10% of recalcitrant behaviors.
It’s all well and good that you behave well when things are going well
It’s during Key Behavioral Moments+
Success can take a decade and in the interim we need reliable measures of progress
We look for assurances the team is doing all it can to 1) ensure their greatest chance of success and 2) honestly assess their eventual chance of success. In World Class R&D, interim measures are mostly found within team behaviors: the team exhibits behaviors that show effectiveness in their work, in their decisions, and in their reactions during the key behavioral moments.
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More Core Arguments for Organizational Behaviors
