your scarce resources on those issues that really
matter and enabling rapid learning cycles, good problem formulation and structured problem-solving
offer a sustainable alternative to the endless stream of
painful reorganizations and overblown change initiatives that rarely deliver on their promises.
Nelson P. Repenning is the School of Management
Distinguished Professor of System Dynamics and
Organization Studies at the MIT Sloan School of Management in Cambridge, Massachusetts, as well as
chief social scientist at the consulting firm ShiftGear
Work Design LLC. Don Kieffer is a senior lecturer in
operations management at the MIT Sloan School and
managing partner of ShiftGear Work Design. Todd
Astor is the medical director of the lung and heart-lung
transplant program at Massachusetts General Hospital
and an assistant professor of medicine at Harvard
Medical School in Boston, Massachusetts. Comment
on this article at http://sloanreview.mit.edu/x/58330, or
contact the authors at firstname.lastname@example.org.
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20. In other work, we have proposed four principles for effective work that may be helpful in more complex situations.
See Dodge et al., “Using Dynamic Work Design.”
Reprint 58330. For ordering information, see page 4.
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