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Breaking Logjams in Knowledge Work
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Breaking Logjams in Knowledge Work


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Editorial Rating

7

Qualities

  • Innovative
  • Applicable
  • For Experts

Recommendation

Overloading your knowledge workers isn’t the path to organizational success, say the authors of this MIT Sloan Management Review article. Prevent the inefficiencies and chaos of chronically piled-up work and strained staffers by embracing “pull thinking,” a production model adopted from manufacturing.

Take-Aways

  • Many executives still believe in a model of success that involves pressuring and overloading their knowledge workers.
  • US manufacturers moved beyond this flawed model in the 1980s and now exemplify how to alleviate and prevent organizational “logjams,” or a chronic excess of tasks in white-collar work.
  • Tech firms and other players in the knowledge work industry should replace push production with “pull thinking,” a system that regulates pacing.

About the Authors

Sheila Dodge manages Broad Genomics and is a Broad Institute scientist. Don Kieffer lectures at the MIT Sloan School of Management, where Nelson P. Repenning is a professor.


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