{"id":1905,"date":"2017-12-07T05:00:28","date_gmt":"2017-12-07T05:00:28","guid":{"rendered":"http:\/\/www.relansa.co.jp\/?p=1905"},"modified":"2017-12-07T05:00:28","modified_gmt":"2017-12-07T05:00:28","slug":"identify-cause-never-presume","status":"publish","type":"post","link":"https:\/\/stevenbleistein.net\/ja\/2017\/12\/identify-cause-never-presume\/","title":{"rendered":"[:en]Identify Cause. Never Presume. [:ja]\u5927\u5207\u306a\u306e\u306f\u539f\u56e0\u3092\u7a81\u304d\u6b62\u3081\u308b\u3053\u3068\u3002\u4eee\u5b9a\u306f\u3059\u3079\u304b\u3089\u305a\u3002[:]"},"content":{"rendered":"

[:en]<\/p>\n

The CEO of a well-known US company in Japan contacted me recently to ask whether I thought flatter organizational structures are better than more hierarchical ones. He learned that vital information from the ranks was not getting to him fast enough and thought that a flatter structure might resolve the problem. He was, in fact, asking the wrong question, because his question presumes cause is organizational structure, whereas it might not be.<\/span><\/p>\n

<\/p>\n

A more pertinent question would be why information flow is slower than he would like. I asked him that and he said it came down to two managers he felt were problematic for different reasons. In at least one of the cases, he realized that flattening the organizational structure would not help at all, whereas in the other, it is merely a band-aid that does not address the underlying cause, which lies with the manager.<\/span><\/p>\n

There are only four reasons in the universe for a performance deficit in an individual, without getting into exceptional cases of mental health, such as depression.<\/span><\/p>\n