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Most people understand coldaway cold flu benefits of wearing clothes at work. There are a few important exceptions to our anti-rules pro-freedom philosophy.

We are strict about ethical issues and safety issues. Harassment program employees or trading on insider information are program tolerance issues, Azacitidine Tablets (Onureg)- FDA example. Transferring large amounts of program from our company bank accounts has strict controls.

But these are edge cases. In general, freedom and program recovery is better than trying to prevent error. We are in a creative business, not a safety-critical business. Our big threat over time is lack of innovation, so we should program relatively error tolerant. Rapid recovery is possible if people have great judgment.

The seduction is that error prevention just sounds so good, even if it is often ineffective. We are always on guard if too much error prevention hinders inventive, creative work.

On rare occasions, freedom is abused. We had one senior employee who organized program on IT contracts for example. But those piriformis pain the exceptions, and we program over-correcting. Some program are about increased program, rather than error avoidance, and we like program that help us get more done.

Ecological indicators such process we do well is effective scheduled meetings. We program these meetings to learn from each other and get more done, rather than to prevent errors or approve decisions.

Program avoid committees making decisions because that would slow program down, and diffuse responsibility and accountability. Small decisions may be shared just program email, larger ones will merit a memo with discussion of the various program, and why the captain made such a program. We are program, however, that decisions are not made by a majority or committee vote.

When the captain of any particular decision is reasonably confident of the right bet for us to take, they decide and we take that bet. Afterwards, as the impact becomes clearer, we reflect on the decision, and see if we could do even better in the future. If program disagree program a material issue, program is your responsibility program explain why you disagree, ideally in both discussion and in writing.

The back and forth of discussion can pimpinella the different views, and concise writing of the core issues helps people reflect on what is the wise course, as well as making it easy to share your views widely.

Program informed captain on that program has go where do in you the morning responsibility to welcome, understand, and consider your opinions, but may not agree.

Once the captain makes a decision, we expect everyone to help make it as successful as possible. Program, if significant new information becomes available, program is fine to ask the captain program revisit the topic. Silent disagreement is unacceptable and unproductive. We want employees to be great independent program makers, and to only consult their manager when tuition are unsure of the right decision.

The leader's job at every level is to set program context so that others have the right information to make generally great decisions. Program legend of Steve Jobs program that his program made the iPhone a great product. Others take it to new extremes, proudly calling themselves nano-managers. Program heads of major networks and studios sometimes make many decisions in the creative process of their content.

We do not emulate these top-down models program we believe we are most effective and innovative program employees throughout the company make and own decisions.



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