It’s called “work” for a reason. Most days we’re able to “work” through it and find enjoyment in what we do. But occasionally we’re faced with a grind that saps our strength and threatens to derail us.

In this article I’m looking at the notion of organizational purposes in light of cybernetic constructivism. The ideas here are inspired by giants like Stafford Beer, Spencer Brown, Ralph Stacey, Werner Ulrich, Russell Ackoff, and Erik Hollnagel.

The plant manager’s day started perfectly. The production schedule was optimized, the teams were aligned, and the shift was running smoothly. Then, a critical pump on Line 3 failed.

Quality initiatives rarely fail because of bad tools. They fail because people don’t adopt them.

There’s a lot of talk about automation these days, not just in manufacturing circles but also the news in general.

Software selection, implementation, and ongoing maintenance are critical stages in the life cycle of biomedical software systems such as asset and calibration management platforms.

It’s hard to balance all the demands that are placed upon you as a leader. Many of us default to dysfunctional ways of spending our time and energy.

In my Labor Day article, “Celebrating Our Frontline Scapegoats,” I observed that of the seven wastes, the one most people recognize is defects.

A vital concept from the chemical process industry, management of change (MOC) relates primarily to safety.

Organizations often face a familiar dilemma: It’s not a shortage of good ideas, but a struggle to decide which one to pursue first. During project prioritization meetings, leaders are likely to present a wide range of perspectives.