Summary of Breaking Logjams in Knowledge Work

Looking for the article?
We have the summary! Get the key insights in just 5 minutes.

Breaking Logjams in Knowledge Work summary
Start getting smarter:
or see our plans

Rating

7


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.

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.

 

Summary

Clumsy job design and ingrained dysfunction can lead to organizational “logjams”: chronically piled-up work that tech solutions can’t dispel. Mistakenly, many executives expect their people to prosper when overloaded. Leaders may keep pushing employees for more, spotlighting those who can deliver. The theory that success hinges on always-busy workers dominated US manufacturing until the 1980s, when many factory managers adopted a smarter approach. But in knowledge work, this theory of success still lives.

Incorporate “pull thinking” into your system to regulate pacing and coordinate how many tasks factor into a process. After successfully implementing ...


More on this topic

Customers who read this summary also read

SaaS Metrics 2.0
9
How Successful Women Manage their Networks
9
Life Beyond Email: Chatbot Marketing
9
“They Eat Money”
7
Budget Management with Agile Projects
8
Job Interviews Are Broken. There’s a Way to Fix Them.
9

Related Channels

Comment on this summary