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Slack
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Another entry in the small but growing management library that suggests purposely slowing down and smelling the roses could actually boost productivity in today's 24/7 world, Tom DeMarco's Slack stands out because it is aimed at "the infernal busyness of the modern workplace." DeMarco writes, "Organizations sometimes become obsessed with efficiency and make themselves so busy that responsiveness and net effectiveness suffer." By intentionally creating downtime, or "slack," management will find a much-needed opportunity to build a "capacity to change" into an otherwise strained enterprise that will help companies respond more successfully to constantly evolving conditions. Focusing specifically on knowledge workers and the environment in which they toil, DeMarco addresses the corporate stress that results from going full-tilt, and offers remedies he thinks will foster growth instead of stagnation. Slack, he contends, is just the thing to nurture the out-of-box thinking required in the 21st century, and within these pages, he makes a strong case for it. --Howard Rothman
-- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.
From Booklist
A recent national survey found that as many as one in six American workers are so overworked that they cannot use up their annual vacation allowance and nearly a third are so busy that they must eat lunch and work at the same time. These employees will welcome DeMarco's admonition to corporate America. He warns employers that it is time to "cut some slack." More than a decade ago in Peopleware: Productive Projects and Teams (1987), DeMarco suggested that management problems were more likely to be "sociological" than technological, and he now shows that doing more with less has its costs. Emphasizing the difference between efficiency and effectiveness, he argues that "organizations tend to get more efficient only by sacrificing their ability to change." Opportunities for growth, organizational learning, and risk-taking are also lost. Noting that employees who have no "down time" suffer stress and burnout, DeMarco catalogs the effects of stress on organizations. Employees might want to buy a copy for their boss! David Rouse
Copyright © American Library Association. All rights reserved -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.
Copyright © American Library Association. All rights reserved -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.
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Einleitungssatz
THE LEGACY of the nineties has been a dangerous corporate delusion: the idea that organizations are effective only to the extent that all their workers are totally and eternally busy. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis
THE LEGACY of the nineties has been a dangerous corporate delusion: the idea that organizations are effective only to the extent that all their workers are totally and eternally busy. Lesen Sie die erste Seite
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13 von 13 Kunden fanden die folgende Rezension hilfreich
Format:Taschenbuch
Do you feel that the pace at your workplace is maddening, but fewer and fewer seems to get done? Than this is the book for you. DeMarco analyzes the root causes for todays crazy and unfulfilling work experience. Examples and hard facts are presented to support his views. If you feel that you have nothing to substantiate your views, this book will provide the necessary material.
DeMarco shines a penetrating light on "established truths" (read: management fads) and proves several "logical conclusions" that might apply to the world of the assembly line do not work (indeed, are counterproductive) in the realm of knowledge work.
This book is bound to be another classic, just like DeMarco's "PeopleWare" (co-authored with Timothy Lister) - and again some people will say: "But it's just common sense"! So, why isn't anybody using it?
=====
Haben Sie das Gefuehl, dass Sie immer schneller und mehr arbeiten muessen, aber immer weniger Ergebnisse zustandebringen? Dann ist dieses Buch fuer Sie. DeMarco analysiert die grundlegenden Ursachen, warum in vielen Betrieben die Arbeit heutzutage keinen Spass mehr macht und unbefriedigend ist. Der Autor untermauert seine Ansichten durch Beispiele und Fakten. Wenn Sie das Gefuehl haben, dass Ihnen die Argumente fehlen, um Ihre Ansicht zu belegen, dann wird Sie Ihnen dieses Buch liefern.
DeMarco beleuchtet einige "ewige Wahrheiten" (sprich Modetrends im Management) und beweist, dass einige "logische Schluesse" die vielleicht fuer das Fliessband gelten, in der Welt der Wissensarbeiter nicht nur nicht funktionieren, sondern sogar Schaden anrichten koennen.
Dieses Buch wird ein Klassiker werden, genau wie DeMarcos Werk "PeopleWare" (mit Timothy Lister als Co-Autor) - und wieder werden einige Leute sagen: "Aber das ist doch alles nur gesunder Menschenverstand!". Aber bitte, warum benutzt ihn dann niemand?
Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)
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47 Rezensionen
47 von 50 Kunden fanden die folgende Rezension hilfreich
Good ROI on this book
5. Februar 2005
Format:Taschenbuch|Von Amazon bestätigter Kauf
This book is very humble both in its size and format but contains some true pearls of wisdom. Here are some of the highlights that I will retain from this easy and pleasant read:
* In our constant quest to make our organizations more efficient (reduction of overhead, standardization of processes, overworking management and resources), we have actually made them less effective. The solution lies in (re)introducing `slack'. Slack is the lubricant required to effect change, it is the degree of freedom that enables reinvention and true effectiveness.
* Multitasking and overtime, thought to be ways of getting the most out of the teams, are actually having a negative impact on productivity. Multitasking, specifically for knowledge workers, causes at least a 15% penalty in productivity. It is much higher for tasks (such as troubleshooting or design for instance) that require complete immersion before the resource can actually make progress. Systematic overtime is also proven to be an ineffective way of improving project cycle-time. While it may provide short term gains, the demands it puts on resources quickly reduces their productivity and effectiveness. An alternative to systematic overtime are well calculated and well timed sprints (focused and value-added, yet handled as exceptions).
* Overworked managers also have a very negative impact on organizational effectiveness. It is indeed managers, and more specifically middle managers, that can the most effectively champion and effect change in organizations. The more overworked they are, the less time they have to reinvent the ways of working. Those same middle managers will be most effective in bringing about positive changes if they can collaborate with each other, which in turns requires that organizations stop fostering destructive internal competition.
* Prescriptive processes, pushed top-down, are a form of disempowerment. They are a result of fearful management that is allergic to failure. These processes succeed in dictate every aspect of how you should do you work but fail in providing guidance in doing the `hard parts'. They are often heavy and form an armor that reduces the mobility and agility of teams, hence resulting in less competitive organizations. The solution is to put the ownership of processes between the hands of those who do the work.
* An effective change manager is a person that can remonstrate, repeat, correct, encourage, cajole, motivate, and has great powers of persuasion. He/she is less of a boss and more of a negotiator. Great change managers have a lot of markers to call in. Markers come from favors done and confidence earned in the past. They have built a reservoir of trust and tap into it to entice their people to embrace change. Change managers have to come from within the organization, a stranger has no markers to call in, just a little `honeymoon capital'.
* The best time to introduce change is in a period of growth. Decline causes anxiety and makes people more resistant to change.
* In our constant quest to make our organizations more efficient (reduction of overhead, standardization of processes, overworking management and resources), we have actually made them less effective. The solution lies in (re)introducing `slack'. Slack is the lubricant required to effect change, it is the degree of freedom that enables reinvention and true effectiveness.
* Multitasking and overtime, thought to be ways of getting the most out of the teams, are actually having a negative impact on productivity. Multitasking, specifically for knowledge workers, causes at least a 15% penalty in productivity. It is much higher for tasks (such as troubleshooting or design for instance) that require complete immersion before the resource can actually make progress. Systematic overtime is also proven to be an ineffective way of improving project cycle-time. While it may provide short term gains, the demands it puts on resources quickly reduces their productivity and effectiveness. An alternative to systematic overtime are well calculated and well timed sprints (focused and value-added, yet handled as exceptions).
* Overworked managers also have a very negative impact on organizational effectiveness. It is indeed managers, and more specifically middle managers, that can the most effectively champion and effect change in organizations. The more overworked they are, the less time they have to reinvent the ways of working. Those same middle managers will be most effective in bringing about positive changes if they can collaborate with each other, which in turns requires that organizations stop fostering destructive internal competition.
* Prescriptive processes, pushed top-down, are a form of disempowerment. They are a result of fearful management that is allergic to failure. These processes succeed in dictate every aspect of how you should do you work but fail in providing guidance in doing the `hard parts'. They are often heavy and form an armor that reduces the mobility and agility of teams, hence resulting in less competitive organizations. The solution is to put the ownership of processes between the hands of those who do the work.
* An effective change manager is a person that can remonstrate, repeat, correct, encourage, cajole, motivate, and has great powers of persuasion. He/she is less of a boss and more of a negotiator. Great change managers have a lot of markers to call in. Markers come from favors done and confidence earned in the past. They have built a reservoir of trust and tap into it to entice their people to embrace change. Change managers have to come from within the organization, a stranger has no markers to call in, just a little `honeymoon capital'.
* The best time to introduce change is in a period of growth. Decline causes anxiety and makes people more resistant to change.
32 von 34 Kunden fanden die folgende Rezension hilfreich
A merciless exposure of self-indulgent management
13. Februar 2005
Format:Taschenbuch
It's about 100 years since Frederick Winslow Taylor introduced the philosophy of "scientific management", with its offspring such as the time-and-motion study and the mythical man-month. That's about how long it takes for a big idea to soak into the awareness of managers everywhere - especially those who are more committed to looking good than to managing well.
Tom DeMarco, co-author (with Tim Lister) of the magnificent "Peopleware", has done it again. Although "Slack" runs a little over 200 pages, you will probably read it in less than four hours because it is actually quite hard to put down. You will keep on thinking, "Yes, I've seen that!" and "Those words ring a bell".
In the course of his consultancy practice, which has taken him into many organizations including Apple, HP, Lucent and IBM, DeMarco has noticed a lot of counterproductive management behaviour. Many acts and policies that look good in the short term lead to corporate death in the longer term. More specifically, it is always possible to squeeze out a few more percentage points of "efficiency" - but only at the cost of damaging morale, precipitating burnout and losing the flexibility without which sensible decisions cannot be made.
Faster isn't always better. Effectiveness matters more than efficiency. People are not interchangeable "resources". Without challenge and growth, the best employees soon leave. Overheads are not necessarily bad. Consciously or subconsciously, we already know these things. DeMarco just hammers them home so we will never forget them again.
I really have only one quibble with "Slack". DeMarco has no business criticising Dilbert and his fellow engineers for "giving up" on their pointy-haired bosses. Sure, employees have a responsibility to make allowances and go the extra mile - but the PHBs systematically abuse every extra bit of slack that anyone cuts them. That's part of the joke, of course.
This is not just a book that will confirm your suspicions, and reassure you that you are not the one who is going mad. It's a simple, easily-understood message that everyone in business needs to hear. Most of all those right at the top - DeMarco says that many employees have told him, "I wish my boss could be here now to hear you say that".
Tom DeMarco, co-author (with Tim Lister) of the magnificent "Peopleware", has done it again. Although "Slack" runs a little over 200 pages, you will probably read it in less than four hours because it is actually quite hard to put down. You will keep on thinking, "Yes, I've seen that!" and "Those words ring a bell".
In the course of his consultancy practice, which has taken him into many organizations including Apple, HP, Lucent and IBM, DeMarco has noticed a lot of counterproductive management behaviour. Many acts and policies that look good in the short term lead to corporate death in the longer term. More specifically, it is always possible to squeeze out a few more percentage points of "efficiency" - but only at the cost of damaging morale, precipitating burnout and losing the flexibility without which sensible decisions cannot be made.
Faster isn't always better. Effectiveness matters more than efficiency. People are not interchangeable "resources". Without challenge and growth, the best employees soon leave. Overheads are not necessarily bad. Consciously or subconsciously, we already know these things. DeMarco just hammers them home so we will never forget them again.
I really have only one quibble with "Slack". DeMarco has no business criticising Dilbert and his fellow engineers for "giving up" on their pointy-haired bosses. Sure, employees have a responsibility to make allowances and go the extra mile - but the PHBs systematically abuse every extra bit of slack that anyone cuts them. That's part of the joke, of course.
This is not just a book that will confirm your suspicions, and reassure you that you are not the one who is going mad. It's a simple, easily-understood message that everyone in business needs to hear. Most of all those right at the top - DeMarco says that many employees have told him, "I wish my boss could be here now to hear you say that".
29 von 32 Kunden fanden die folgende Rezension hilfreich
People are not machines, surprise surprise!
13. April 2001
Format:Gebundene Ausgabe
About time someone wrote about human nature and the fact that people are not machines. The myth of "total efficiency" still persists in the workplace.
This book is in sharp contrast to practices that have plagued the workers for decades; women who sewed in sweatshop factories in the early 1900's were carefully monitored on how long they took to make bathroom breaks. Even now software is available that can count every keystroke a worker makes (to check on their efficiency.) The dream that careful monitoring and structuring of the workplace to get the maximum "juice" out of workers is disproved in this book.
This isn't even totally new information; a very old study found that brightening the lights in a factory improved performance. Then another study found that DIMMING the lights also improved performance. In other words, people are not machines. They need downtime, change, meaningful work and mental breaks or they burn out. A very timely and helpful book.
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