Boxes of K-Objects        Box 02

K 0051

What are the obstacles to empowerment?
K 0052 How total business suffer due to focus on sub-unit business performance?
K 0053 How linear thinking is reinforced by management consultant?
K 0054 How progressive management theories backfires?
K 0055 Why knowledge management is so crucial to business survival?
K 0056 How to manage competition?
K 0057 Why Organization focuses on Culture, Common Language?
K 0058 How contradictions keep surfacing?
K 0059 Creativity or mere surface treatment?
K 0060 How "Not speaking up culture" can do damage to organization?
K 0061 How system audit can be carried out to add value?
K 0062 How to develop a better Learning Organization out of globally scattered units of a large corporation?
K 0063 How to see things as "Whole and Connected"?
K 0064 "Crisis - A Prerequisite to TQM?"
K 0065 How 6-Sigma should become the driving force in the coming 21st century
K 0066 How ready are suppliers adopting 6-Sigma, in response to main corporation's 6-Sigma culture?
K 0067 Must Wisdom be gained by many years of experiences?
K 0068 How a boss / manager creates his / her own burden and stress?
K 0069 When is a mistake "celebratible" / "punishable?"
K 0070 "Who cares about Quality?"
K 0071 Why management / engineers avoid human system, only concentrate on technical / management system?
K 0072 Why most popular Management fads cannot create enduring change?
K 0073 What is the typical approach of new management Change Initiatives?
K 0074 How brainstorming can create a lot of chaos and confusion?
K 0075 Why recommendations / suggestions from system auditors can impair Learning capacity of an organization?
K 0076 How organizations reduce the value-add of System Audit?
K 0077 How organizations loose LEARNING opportunity in System Audit by getting stuck with "rock logic" or "localized logic" ?
K 0078 How argument on "what is non-criticality to business on audit findings" can deprive organizations from LEARNING opportunity in System Audit ?
K 0079 Should down-sizing be the focus of organization?
K 0080 What really is "Organization Vision?"
K 0081 How to measure training effectiveness?
K 0082 How to write a Quality Manual for a Business System?
K 0083 What is the difference between knowledge and wisdom?
K 0084 How ISO 9000 and Learning Organization compliment each other?
K 0085 How expensive training investment causes negative-Learning?
K 0086 Effect of Dr. Deming's "Seven Deadly Diseases" on people.
K 0087 What are "The Seven Deadly Diseases" as taught by Dr. W. Edward Deming?
K 0088 How Learning Organization program can create blindness to organization?
K 0089 What is wrong with TQM?
K 0090 How external management consultant contributes towards in-compatible organization culture?
K 0091 How organization mess can create dis-harmony to personal and family life?
K 0092 Why management continues to prove Maslow's law on need hierarchy wrong?
K 0093 Management must awake, before it is too late!
K 0094 What is the difference between Idea and Plan?
K 0095 How to avoid self-defeating vicious circle?
K 0096 Difference between "Solving Machine Problems" and "Solving Human Problems"
K 0097 How to overcome conflicts or opposite / different views in meetings?
K 0098 A Change Agent's method to gauge people understanding of new approach
K 0099 A useful thinking model to understand changes implication due to major Reengineering exercise.
K 0100 Incompatible goals between organization and external management consultant on Reengineering project
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Boxes of K-Objects    

Box 01

Box 02 Box 03 Box 04 Box 05
Box 06 Box 07 Box 08 Box 09 Box 10
Box 11 Box 12 Box 13 Box 14 Box 15
Box 16 Box 17 Box 18 Box 19 Box 20
Box 21 Box 22 Box 23 Box 24 Box 25
         

 

 

 

 

 

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