Your organization has a hole in it,
and we’re the ones to fill it.
What psychiatrist M. Scott Peck head of the My Lai massacre investigation called “The Hole in the Mind” in his book A World Waiting to be Born on organizational behavior.
That hole is a gold mine!
Who said, “You can’t get something for nothing”? In Blue Organizational Solutions’ workman-like, blue-collar fashion; we staff a vital Midlevel in organizations with a group. As part of that staffing process, we take the lead with the group on high-return projects. Given my PhD in organizational behavior with specialized training in group development and my feel for figures as a CPA, these projects vary widely.
You pay for our staffing work and get the project work at no additional cost. Even though these projects have high returns, busy companies can’t seem to find time for them. Blue Organizational Solutions makes the time. You already might have some projects in mind. One example is Succession Planning with other projects spinning off. On the Menu at the top of this page at “About Us” you’ll find Succession Planning along with other popular projects.
What we do goes back generations. “Are you Otto’s grandson?” he asked. “Yes I am”, Dr. Tom Blue replied. “I have just one thing to tell you. When we had a problem, your grandfather took us to coffee.” In the 1920s and 30s he had worked for Tom’s grandfather in Solon, Ohio. In neighboring Twinsburg Jack Harley, PE had founded Harley Pump. In the mid-1980s when Harley Pump moved to its present location, Blue Organizational Solutions intervened there. Jack explained it to Dr. Blue this way, “90% is putting one foot in front of the other.” He said this not long before he formed FirstPower Group LLC in 2007 and “regained the High Voltage Circuit Breaker and Compressor segments of the business” from GE—GE having acquired Harley Pump in 1999 for an undisclosed amount.
What we do is fundamental. Behind such success stories lies the principle of least action along a path that takes the least time and conserves energy. So in minimizing time, it’s also the path to higher productivity and profit. It’s the path that electromagnetic waves of light follow (along the arc of a cycloid) as they slow down in water (as the optical illusion of the broken straw shows in a glass of water). It’s also the path that electromagnetic waves of authority and responsibility follow slowed to a brisk pace by a management structure (creating time for the high-yield projects). With A-R waves, a broken management pyramid with the Midlevel Collapsed replaces the broken straw.
Wherever people start going down this arc of a cycloid, they all arrive at the bottom of the arc at the same time. That means they finish their work at the same time, on time in ad hoc workgroups. Take advantage of this principle of least action, what we call SPRi (“spry” for agile and adept). As this four-part intervention concludes, the participants take over the process and run with it, as we bow out.
Give us an hour a week for 3-6 months and see what this SPRi process can do in your organization:
- Staff the vacant Midlevel with a group to rebuild and stabilize the management pyramid. That puts the group in a wave-like ≋ superposition with the individual management levels.
- Promote a higher quality of goods and services produced at a lower cost. That has the group pressing for higher quality, which raises productivity and lowers costs.
- Reconcile disparities in the hierarchy with the ideals of parity in a democracy. That has the group allocating the newfound wealth. I mean, how better to distribute this wealth equitably?
- introduce a language—a vernacular—to address this new world of work. That provides the group with an expanded vocabulary that allows members to build on their newfound world of work.
In this diagram with the four SPRi pillars of least action rebuilt along with the management pyramid through the intervention, the pillars support productivity & profit. But take away a pillar and productivity & profit come tumbling down. That’s the downside without intervention. On the upside with intervention and all four pillars in place, workgroups move ahead in unison the Harley way, one step at a time along a path of least action. In so doing, workgroups reclaim their birthright to beat the odds (also see the Blog post “Fully Loaded”).