I asked Hadas, my daughter, to help me open this blog. The simple reason is that I want to make an impact on the way organizations are managed.
I sincerely believe that what I’ve learned from Dr. Eli Goldratt helped me to learn more by myself and that learning could be useful for many people all over the world. People who care about managing organizations, who dare to listen, digest, possibly argue and then decide for themselves what to internalize.
I worked closely with Dr. Eli Goldratt for many years and it required constant challenging of the most obvious basic assumptions. On one hand, challenging assumptions just for the sake of it might be too easy and very wrong leading to severe undesired consequences. The difficulty is understanding the logic behind the assumption and then check carefully the boundaries where the assumption is valid and when the assumption has to be updated. On the other hand, being able to update basic assumptions, which are shared by many competitors, enables to identify and materialize new opportunities.
Speaking face-to-face with Eli Goldratt was hard training on combining two complementary, but seemingly opposing, key basic paradigms:
“Never Say I Know”
“Never Say I Don’t Know”
The first paradigm is part of the TOC Pillars. The second one I personally heard many times when Eli asked me a question and I said “I don’t know.” This simple answer “I don’t know” always made Eli mad. “You DO know” he shouted, “you know this-and-that and you also know this-and-that, so, what could the conclusion be?”
So, here is my lesson: whenever there is a problem one has to have the confidence that he/she is capable to find an answer that is better than the current state. Yet, do not flatter yourself you have “fully solved the problem.” There is definitely much more to it. The way to settle the two conflicting paradigms is to accept the fact that you know something, but never everything. what we do know is an opportunity to define what we don’t know and can know more.
What should the generic lesson do to us? The insights of Dr. Goldratt on how to manage organizations have huge potential and only part of it has been materialized so far. Now it is OUR MISSION to further develop the insights, add new insights and eventually improve even more the way to manage organizations.
How should we do it? By maintaining the dialogue where we spread our ideas, truly wait for reservations coming from other people, analyze those reservations with both respect and logic and then come up with something much better than what we have started with.
I hope this blog is going to serve this ultimate goal.