Stop Fighting Fires  

Oleh:

Bohn, Roger E.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 78 no. 4 (2000), page 82-91.
Topik: FIRESAFETY; crisis management; learning; problem solving; product development

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.15 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Fire fighting is an old, familiar way of doing business, especially when developing new products and ramping up manufacturing. But fire fighting consumes an organization's resources and damages productivity. What factors underlie this destructive pattern ? Fire fighting derives from what seems like a reasonable set of rules - investigate all problems, for example, or assign the most difficult problems to your best troubleshooter. Ultimately, however, fire -fighting organizations fail to solve problems adequately and forgo so many opportunities that overall performance plummets. Some companies never fight fires, even though they have just as much work and just as many resource constraints as other companies do. They have strong problem - solving cultures. They don't tackle a problem unless they're committed to understanding its root cause and finding a valid solution. And they don't reward fire - fighting behaviour. Transforming a fire - fighting organization into a problem - solving one is not easy. But there are tactical, strategic, and cultural methods for pulling your company out of fire - fighting mode.

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