Work Matters

Is It Time for a Stupid Rules Contest at Stanford?

Written by

supermoxie

in

I love my university, I've been treated far better than I deserve during my 25 plus years at Stanford.  But as much a I love it, I wonder if it is time for us to run something like a "stupid rules contest" here.  I once met the CEO of a large bank in New England who explained to me how they had made things much better by running such a contest and taking the suggestions seriously. For example, they got rid of a rule that people waiting outside a branch could not be let in until official opening time.  They changed things so, if it was 10 or 15 minutes before opening time and, say, people were waiting outside in the cold, employees could open the door and let them wait in the warm lobby.

I don't want to mention any specific rules at Stanford, as I don't want to point fingers at any group or person.  But although no doubt each was developed and implemented with the best of intentions, it seems to me that they accumulate like barnacles on a ship, with one after another being added.  Each one slows down the process of teaching and research, and the old ones never seem to be removed.

Perhaps a stupid rules contest here would help. I admire Stanford's leaders, so this is not meant to be an attack on any individual, I just think it is something that happens to organizations over time, and I wonder if it would be a good time to haul our organizational ship into the dry dock and scrape off some of those old barnacles — and perhaps some new ones we have grown to that make things harder to do than need be. 

Comments

80 responses to “Is It Time for a Stupid Rules Contest at Stanford?”

  1. Thomas Avatar
    Thomas

    I always enjoy your posts, Bob, but something is starting to dawn on me. I appreciate your acknowledgement of my (and others’) concern about branding “passholes”. Still, you went right ahead and suggested it as fresh urban slang.
    Next, you asked us to reflect on “how much we hate performance reviews”, and now whether we might be subject to “stupid rules”. While it’s true that organizations contain “stupid” things we “hate”, including of course “assholes”, I wonder if it is really a good idea to introduce this language (I feel like such a prude!) into the popular management idiom. Is this really a way to “build a civilized workplace”?
    It will always be part of our organizational slang, but does it work as policy talk and organizational theory?
    It’s sort of the inverted image of “positive organization scholarship”, isn’t it? And let me say that I’m not proposing a vocabulary that replaces all the negatively laden language with something more positive (where we all “do what comes naturally” among “friends”, for example, and “love” talking to our bosses.)
    But whatever happened to “colleagues” who were sometimes “difficult” and rules that were sometimes a bit “arbitrary” but ultimately better than nothing?
    The problem is that many many rules, even necessary ones, really ARE stupid. And many coworkers, and sometimes indispensable ones, are assholes. And I’m just not sure that calling them that is the best way to live with them if we want to keep it civil.

    Reply
  2. Thomas Avatar
    Thomas

    I always enjoy your posts, Bob, but something is starting to dawn on me. I appreciate your acknowledgement of my (and others’) concern about branding “passholes”. Still, you went right ahead and suggested it as fresh urban slang.
    Next, you asked us to reflect on “how much we hate performance reviews”, and now whether we might be subject to “stupid rules”. While it’s true that organizations contain “stupid” things we “hate”, including of course “assholes”, I wonder if it is really a good idea to introduce this language (I feel like such a prude!) into the popular management idiom. Is this really a way to “build a civilized workplace”?
    It will always be part of our organizational slang, but does it work as policy talk and organizational theory?
    It’s sort of the inverted image of “positive organization scholarship”, isn’t it? And let me say that I’m not proposing a vocabulary that replaces all the negatively laden language with something more positive (where we all “do what comes naturally” among “friends”, for example, and “love” talking to our bosses.)
    But whatever happened to “colleagues” who were sometimes “difficult” and rules that were sometimes a bit “arbitrary” but ultimately better than nothing?
    The problem is that many many rules, even necessary ones, really ARE stupid. And many coworkers, and sometimes indispensable ones, are assholes. And I’m just not sure that calling them that is the best way to live with them if we want to keep it civil.

    Reply
  3. Thomas Avatar
    Thomas

    I always enjoy your posts, Bob, but something is starting to dawn on me. I appreciate your acknowledgement of my (and others’) concern about branding “passholes”. Still, you went right ahead and suggested it as fresh urban slang.
    Next, you asked us to reflect on “how much we hate performance reviews”, and now whether we might be subject to “stupid rules”. While it’s true that organizations contain “stupid” things we “hate”, including of course “assholes”, I wonder if it is really a good idea to introduce this language (I feel like such a prude!) into the popular management idiom. Is this really a way to “build a civilized workplace”?
    It will always be part of our organizational slang, but does it work as policy talk and organizational theory?
    It’s sort of the inverted image of “positive organization scholarship”, isn’t it? And let me say that I’m not proposing a vocabulary that replaces all the negatively laden language with something more positive (where we all “do what comes naturally” among “friends”, for example, and “love” talking to our bosses.)
    But whatever happened to “colleagues” who were sometimes “difficult” and rules that were sometimes a bit “arbitrary” but ultimately better than nothing?
    The problem is that many many rules, even necessary ones, really ARE stupid. And many coworkers, and sometimes indispensable ones, are assholes. And I’m just not sure that calling them that is the best way to live with them if we want to keep it civil.

    Reply
  4. Thomas Avatar
    Thomas

    I always enjoy your posts, Bob, but something is starting to dawn on me. I appreciate your acknowledgement of my (and others’) concern about branding “passholes”. Still, you went right ahead and suggested it as fresh urban slang.
    Next, you asked us to reflect on “how much we hate performance reviews”, and now whether we might be subject to “stupid rules”. While it’s true that organizations contain “stupid” things we “hate”, including of course “assholes”, I wonder if it is really a good idea to introduce this language (I feel like such a prude!) into the popular management idiom. Is this really a way to “build a civilized workplace”?
    It will always be part of our organizational slang, but does it work as policy talk and organizational theory?
    It’s sort of the inverted image of “positive organization scholarship”, isn’t it? And let me say that I’m not proposing a vocabulary that replaces all the negatively laden language with something more positive (where we all “do what comes naturally” among “friends”, for example, and “love” talking to our bosses.)
    But whatever happened to “colleagues” who were sometimes “difficult” and rules that were sometimes a bit “arbitrary” but ultimately better than nothing?
    The problem is that many many rules, even necessary ones, really ARE stupid. And many coworkers, and sometimes indispensable ones, are assholes. And I’m just not sure that calling them that is the best way to live with them if we want to keep it civil.

    Reply
  5. Thomas Avatar
    Thomas

    I always enjoy your posts, Bob, but something is starting to dawn on me. I appreciate your acknowledgement of my (and others’) concern about branding “passholes”. Still, you went right ahead and suggested it as fresh urban slang.
    Next, you asked us to reflect on “how much we hate performance reviews”, and now whether we might be subject to “stupid rules”. While it’s true that organizations contain “stupid” things we “hate”, including of course “assholes”, I wonder if it is really a good idea to introduce this language (I feel like such a prude!) into the popular management idiom. Is this really a way to “build a civilized workplace”?
    It will always be part of our organizational slang, but does it work as policy talk and organizational theory?
    It’s sort of the inverted image of “positive organization scholarship”, isn’t it? And let me say that I’m not proposing a vocabulary that replaces all the negatively laden language with something more positive (where we all “do what comes naturally” among “friends”, for example, and “love” talking to our bosses.)
    But whatever happened to “colleagues” who were sometimes “difficult” and rules that were sometimes a bit “arbitrary” but ultimately better than nothing?
    The problem is that many many rules, even necessary ones, really ARE stupid. And many coworkers, and sometimes indispensable ones, are assholes. And I’m just not sure that calling them that is the best way to live with them if we want to keep it civil.

    Reply
  6. Thomas Avatar
    Thomas

    I always enjoy your posts, Bob, but something is starting to dawn on me. I appreciate your acknowledgement of my (and others’) concern about branding “passholes”. Still, you went right ahead and suggested it as fresh urban slang.
    Next, you asked us to reflect on “how much we hate performance reviews”, and now whether we might be subject to “stupid rules”. While it’s true that organizations contain “stupid” things we “hate”, including of course “assholes”, I wonder if it is really a good idea to introduce this language (I feel like such a prude!) into the popular management idiom. Is this really a way to “build a civilized workplace”?
    It will always be part of our organizational slang, but does it work as policy talk and organizational theory?
    It’s sort of the inverted image of “positive organization scholarship”, isn’t it? And let me say that I’m not proposing a vocabulary that replaces all the negatively laden language with something more positive (where we all “do what comes naturally” among “friends”, for example, and “love” talking to our bosses.)
    But whatever happened to “colleagues” who were sometimes “difficult” and rules that were sometimes a bit “arbitrary” but ultimately better than nothing?
    The problem is that many many rules, even necessary ones, really ARE stupid. And many coworkers, and sometimes indispensable ones, are assholes. And I’m just not sure that calling them that is the best way to live with them if we want to keep it civil.

    Reply
  7. Thomas Avatar
    Thomas

    I always enjoy your posts, Bob, but something is starting to dawn on me. I appreciate your acknowledgement of my (and others’) concern about branding “passholes”. Still, you went right ahead and suggested it as fresh urban slang.
    Next, you asked us to reflect on “how much we hate performance reviews”, and now whether we might be subject to “stupid rules”. While it’s true that organizations contain “stupid” things we “hate”, including of course “assholes”, I wonder if it is really a good idea to introduce this language (I feel like such a prude!) into the popular management idiom. Is this really a way to “build a civilized workplace”?
    It will always be part of our organizational slang, but does it work as policy talk and organizational theory?
    It’s sort of the inverted image of “positive organization scholarship”, isn’t it? And let me say that I’m not proposing a vocabulary that replaces all the negatively laden language with something more positive (where we all “do what comes naturally” among “friends”, for example, and “love” talking to our bosses.)
    But whatever happened to “colleagues” who were sometimes “difficult” and rules that were sometimes a bit “arbitrary” but ultimately better than nothing?
    The problem is that many many rules, even necessary ones, really ARE stupid. And many coworkers, and sometimes indispensable ones, are assholes. And I’m just not sure that calling them that is the best way to live with them if we want to keep it civil.

    Reply
  8. Thomas Avatar
    Thomas

    I always enjoy your posts, Bob, but something is starting to dawn on me. I appreciate your acknowledgement of my (and others’) concern about branding “passholes”. Still, you went right ahead and suggested it as fresh urban slang.
    Next, you asked us to reflect on “how much we hate performance reviews”, and now whether we might be subject to “stupid rules”. While it’s true that organizations contain “stupid” things we “hate”, including of course “assholes”, I wonder if it is really a good idea to introduce this language (I feel like such a prude!) into the popular management idiom. Is this really a way to “build a civilized workplace”?
    It will always be part of our organizational slang, but does it work as policy talk and organizational theory?
    It’s sort of the inverted image of “positive organization scholarship”, isn’t it? And let me say that I’m not proposing a vocabulary that replaces all the negatively laden language with something more positive (where we all “do what comes naturally” among “friends”, for example, and “love” talking to our bosses.)
    But whatever happened to “colleagues” who were sometimes “difficult” and rules that were sometimes a bit “arbitrary” but ultimately better than nothing?
    The problem is that many many rules, even necessary ones, really ARE stupid. And many coworkers, and sometimes indispensable ones, are assholes. And I’m just not sure that calling them that is the best way to live with them if we want to keep it civil.

    Reply
  9. Greg Avatar
    Greg

    Rules and policies live on long after their usefulness.
    I love the fable of the woman who always cuts the ends off the ham when roasting it.
    http://tinyurl.com/ycbuokj

    Reply
  10. Greg Avatar
    Greg

    Rules and policies live on long after their usefulness.
    I love the fable of the woman who always cuts the ends off the ham when roasting it.
    http://tinyurl.com/ycbuokj

    Reply
  11. Greg Avatar
    Greg

    Rules and policies live on long after their usefulness.
    I love the fable of the woman who always cuts the ends off the ham when roasting it.
    http://tinyurl.com/ycbuokj

    Reply
  12. Greg Avatar
    Greg

    Rules and policies live on long after their usefulness.
    I love the fable of the woman who always cuts the ends off the ham when roasting it.
    http://tinyurl.com/ycbuokj

    Reply
  13. Greg Avatar
    Greg

    Rules and policies live on long after their usefulness.
    I love the fable of the woman who always cuts the ends off the ham when roasting it.
    http://tinyurl.com/ycbuokj

    Reply
  14. Greg Avatar
    Greg

    Rules and policies live on long after their usefulness.
    I love the fable of the woman who always cuts the ends off the ham when roasting it.
    http://tinyurl.com/ycbuokj

    Reply
  15. Greg Avatar
    Greg

    Rules and policies live on long after their usefulness.
    I love the fable of the woman who always cuts the ends off the ham when roasting it.
    http://tinyurl.com/ycbuokj

    Reply
  16. Greg Avatar
    Greg

    Rules and policies live on long after their usefulness.
    I love the fable of the woman who always cuts the ends off the ham when roasting it.
    http://tinyurl.com/ycbuokj

    Reply
  17. www.facebook.com/profile.php?id=745791008 Avatar
    www.facebook.com/profile.php?id=745791008

    Interesting exercise, any time a fresh perspective is invoked. But even absent such an activity, it pays to remember that most organizational rules are designed to defeat the timid. Be bold, not reckless.

    Reply
  18. www.facebook.com/profile.php?id=745791008 Avatar
    www.facebook.com/profile.php?id=745791008

    Interesting exercise, any time a fresh perspective is invoked. But even absent such an activity, it pays to remember that most organizational rules are designed to defeat the timid. Be bold, not reckless.

    Reply
  19. www.facebook.com/profile.php?id=745791008 Avatar
    www.facebook.com/profile.php?id=745791008

    Interesting exercise, any time a fresh perspective is invoked. But even absent such an activity, it pays to remember that most organizational rules are designed to defeat the timid. Be bold, not reckless.

    Reply
  20. www.facebook.com/profile.php?id=745791008 Avatar
    www.facebook.com/profile.php?id=745791008

    Interesting exercise, any time a fresh perspective is invoked. But even absent such an activity, it pays to remember that most organizational rules are designed to defeat the timid. Be bold, not reckless.

    Reply
  21. www.facebook.com/profile.php?id=745791008 Avatar
    www.facebook.com/profile.php?id=745791008

    Interesting exercise, any time a fresh perspective is invoked. But even absent such an activity, it pays to remember that most organizational rules are designed to defeat the timid. Be bold, not reckless.

    Reply
  22. www.facebook.com/profile.php?id=745791008 Avatar
    www.facebook.com/profile.php?id=745791008

    Interesting exercise, any time a fresh perspective is invoked. But even absent such an activity, it pays to remember that most organizational rules are designed to defeat the timid. Be bold, not reckless.

    Reply
  23. www.facebook.com/profile.php?id=745791008 Avatar
    www.facebook.com/profile.php?id=745791008

    Interesting exercise, any time a fresh perspective is invoked. But even absent such an activity, it pays to remember that most organizational rules are designed to defeat the timid. Be bold, not reckless.

    Reply
  24. www.facebook.com/profile.php?id=745791008 Avatar
    www.facebook.com/profile.php?id=745791008

    Interesting exercise, any time a fresh perspective is invoked. But even absent such an activity, it pays to remember that most organizational rules are designed to defeat the timid. Be bold, not reckless.

    Reply
  25. Carol Murchie Avatar
    Carol Murchie

    This makes me think of the episode of the British comedy series “As Time Goes By” where there’s a village custom of an elderly woman, Mrs. Twillit, who sits and watches the flower arrangements on someone’s wedding day, along with doing a little chant about how “not one petal has dropped”. When a confounded Londoner asks why this is done, one of the locals casually replies, “Nobody knows.”
    Little rituals and nonsense rules are those that outlive the institutional memory. You’re on your way to a good candidate if no one can think of why the rule exists in the first place.

    Reply
  26. Carol Murchie Avatar
    Carol Murchie

    This makes me think of the episode of the British comedy series “As Time Goes By” where there’s a village custom of an elderly woman, Mrs. Twillit, who sits and watches the flower arrangements on someone’s wedding day, along with doing a little chant about how “not one petal has dropped”. When a confounded Londoner asks why this is done, one of the locals casually replies, “Nobody knows.”
    Little rituals and nonsense rules are those that outlive the institutional memory. You’re on your way to a good candidate if no one can think of why the rule exists in the first place.

    Reply
  27. Carol Murchie Avatar
    Carol Murchie

    This makes me think of the episode of the British comedy series “As Time Goes By” where there’s a village custom of an elderly woman, Mrs. Twillit, who sits and watches the flower arrangements on someone’s wedding day, along with doing a little chant about how “not one petal has dropped”. When a confounded Londoner asks why this is done, one of the locals casually replies, “Nobody knows.”
    Little rituals and nonsense rules are those that outlive the institutional memory. You’re on your way to a good candidate if no one can think of why the rule exists in the first place.

    Reply
  28. Carol Murchie Avatar
    Carol Murchie

    This makes me think of the episode of the British comedy series “As Time Goes By” where there’s a village custom of an elderly woman, Mrs. Twillit, who sits and watches the flower arrangements on someone’s wedding day, along with doing a little chant about how “not one petal has dropped”. When a confounded Londoner asks why this is done, one of the locals casually replies, “Nobody knows.”
    Little rituals and nonsense rules are those that outlive the institutional memory. You’re on your way to a good candidate if no one can think of why the rule exists in the first place.

    Reply
  29. Carol Murchie Avatar
    Carol Murchie

    This makes me think of the episode of the British comedy series “As Time Goes By” where there’s a village custom of an elderly woman, Mrs. Twillit, who sits and watches the flower arrangements on someone’s wedding day, along with doing a little chant about how “not one petal has dropped”. When a confounded Londoner asks why this is done, one of the locals casually replies, “Nobody knows.”
    Little rituals and nonsense rules are those that outlive the institutional memory. You’re on your way to a good candidate if no one can think of why the rule exists in the first place.

    Reply
  30. Carol Murchie Avatar
    Carol Murchie

    This makes me think of the episode of the British comedy series “As Time Goes By” where there’s a village custom of an elderly woman, Mrs. Twillit, who sits and watches the flower arrangements on someone’s wedding day, along with doing a little chant about how “not one petal has dropped”. When a confounded Londoner asks why this is done, one of the locals casually replies, “Nobody knows.”
    Little rituals and nonsense rules are those that outlive the institutional memory. You’re on your way to a good candidate if no one can think of why the rule exists in the first place.

    Reply
  31. Carol Murchie Avatar
    Carol Murchie

    This makes me think of the episode of the British comedy series “As Time Goes By” where there’s a village custom of an elderly woman, Mrs. Twillit, who sits and watches the flower arrangements on someone’s wedding day, along with doing a little chant about how “not one petal has dropped”. When a confounded Londoner asks why this is done, one of the locals casually replies, “Nobody knows.”
    Little rituals and nonsense rules are those that outlive the institutional memory. You’re on your way to a good candidate if no one can think of why the rule exists in the first place.

    Reply
  32. Carol Murchie Avatar
    Carol Murchie

    This makes me think of the episode of the British comedy series “As Time Goes By” where there’s a village custom of an elderly woman, Mrs. Twillit, who sits and watches the flower arrangements on someone’s wedding day, along with doing a little chant about how “not one petal has dropped”. When a confounded Londoner asks why this is done, one of the locals casually replies, “Nobody knows.”
    Little rituals and nonsense rules are those that outlive the institutional memory. You’re on your way to a good candidate if no one can think of why the rule exists in the first place.

    Reply
  33. Elad Sherf Avatar
    Elad Sherf

    Great idea. But why stop at that… why not take it into the next level. Rules are part of the problem of our modern world organizations. And most of them have to much… the need to flexible and creative is not only relevant for thinking about strategic options and market competition. We need to take the same process inside the organizations and aspire to change the world of management. The rules are one good step in that direction. See more on this post and on related subjects here: http://tinyurl.com/yhbzcoq.
    Thank you for sharing this.
    Elad

    Reply
  34. Elad Sherf Avatar
    Elad Sherf

    Great idea. But why stop at that… why not take it into the next level. Rules are part of the problem of our modern world organizations. And most of them have to much… the need to flexible and creative is not only relevant for thinking about strategic options and market competition. We need to take the same process inside the organizations and aspire to change the world of management. The rules are one good step in that direction. See more on this post and on related subjects here: http://tinyurl.com/yhbzcoq.
    Thank you for sharing this.
    Elad

    Reply
  35. Elad Sherf Avatar
    Elad Sherf

    Great idea. But why stop at that… why not take it into the next level. Rules are part of the problem of our modern world organizations. And most of them have to much… the need to flexible and creative is not only relevant for thinking about strategic options and market competition. We need to take the same process inside the organizations and aspire to change the world of management. The rules are one good step in that direction. See more on this post and on related subjects here: http://tinyurl.com/yhbzcoq.
    Thank you for sharing this.
    Elad

    Reply
  36. Elad Sherf Avatar
    Elad Sherf

    Great idea. But why stop at that… why not take it into the next level. Rules are part of the problem of our modern world organizations. And most of them have to much… the need to flexible and creative is not only relevant for thinking about strategic options and market competition. We need to take the same process inside the organizations and aspire to change the world of management. The rules are one good step in that direction. See more on this post and on related subjects here: http://tinyurl.com/yhbzcoq.
    Thank you for sharing this.
    Elad

    Reply
  37. Elad Sherf Avatar
    Elad Sherf

    Great idea. But why stop at that… why not take it into the next level. Rules are part of the problem of our modern world organizations. And most of them have to much… the need to flexible and creative is not only relevant for thinking about strategic options and market competition. We need to take the same process inside the organizations and aspire to change the world of management. The rules are one good step in that direction. See more on this post and on related subjects here: http://tinyurl.com/yhbzcoq.
    Thank you for sharing this.
    Elad

    Reply
  38. Elad Sherf Avatar
    Elad Sherf

    Great idea. But why stop at that… why not take it into the next level. Rules are part of the problem of our modern world organizations. And most of them have to much… the need to flexible and creative is not only relevant for thinking about strategic options and market competition. We need to take the same process inside the organizations and aspire to change the world of management. The rules are one good step in that direction. See more on this post and on related subjects here: http://tinyurl.com/yhbzcoq.
    Thank you for sharing this.
    Elad

    Reply
  39. Elad Sherf Avatar
    Elad Sherf

    Great idea. But why stop at that… why not take it into the next level. Rules are part of the problem of our modern world organizations. And most of them have to much… the need to flexible and creative is not only relevant for thinking about strategic options and market competition. We need to take the same process inside the organizations and aspire to change the world of management. The rules are one good step in that direction. See more on this post and on related subjects here: http://tinyurl.com/yhbzcoq.
    Thank you for sharing this.
    Elad

    Reply
  40. Elad Sherf Avatar
    Elad Sherf

    Great idea. But why stop at that… why not take it into the next level. Rules are part of the problem of our modern world organizations. And most of them have to much… the need to flexible and creative is not only relevant for thinking about strategic options and market competition. We need to take the same process inside the organizations and aspire to change the world of management. The rules are one good step in that direction. See more on this post and on related subjects here: http://tinyurl.com/yhbzcoq.
    Thank you for sharing this.
    Elad

    Reply
  41. Colin Ferguson Avatar
    Colin Ferguson

    This topic is huge and needs to be addressed. The craziness with which we have subjected ourselves as humans with all of our rules, regulations, bylaws, codes, standards and legislation, in many ways to supposedly manage risk, are choking us to death instead. Time to reread the parable about the Tower of Babel. Is our quest for a zero risk environment a pie-in the sky ideal that is actually making things worse. It is a very unelegant solution to life’s problems. Keep the discussion going.
    Colin

    Reply
  42. Colin Ferguson Avatar
    Colin Ferguson

    This topic is huge and needs to be addressed. The craziness with which we have subjected ourselves as humans with all of our rules, regulations, bylaws, codes, standards and legislation, in many ways to supposedly manage risk, are choking us to death instead. Time to reread the parable about the Tower of Babel. Is our quest for a zero risk environment a pie-in the sky ideal that is actually making things worse. It is a very unelegant solution to life’s problems. Keep the discussion going.
    Colin

    Reply
  43. Colin Ferguson Avatar
    Colin Ferguson

    This topic is huge and needs to be addressed. The craziness with which we have subjected ourselves as humans with all of our rules, regulations, bylaws, codes, standards and legislation, in many ways to supposedly manage risk, are choking us to death instead. Time to reread the parable about the Tower of Babel. Is our quest for a zero risk environment a pie-in the sky ideal that is actually making things worse. It is a very unelegant solution to life’s problems. Keep the discussion going.
    Colin

    Reply
  44. Colin Ferguson Avatar
    Colin Ferguson

    This topic is huge and needs to be addressed. The craziness with which we have subjected ourselves as humans with all of our rules, regulations, bylaws, codes, standards and legislation, in many ways to supposedly manage risk, are choking us to death instead. Time to reread the parable about the Tower of Babel. Is our quest for a zero risk environment a pie-in the sky ideal that is actually making things worse. It is a very unelegant solution to life’s problems. Keep the discussion going.
    Colin

    Reply
  45. Colin Ferguson Avatar
    Colin Ferguson

    This topic is huge and needs to be addressed. The craziness with which we have subjected ourselves as humans with all of our rules, regulations, bylaws, codes, standards and legislation, in many ways to supposedly manage risk, are choking us to death instead. Time to reread the parable about the Tower of Babel. Is our quest for a zero risk environment a pie-in the sky ideal that is actually making things worse. It is a very unelegant solution to life’s problems. Keep the discussion going.
    Colin

    Reply
  46. Colin Ferguson Avatar
    Colin Ferguson

    This topic is huge and needs to be addressed. The craziness with which we have subjected ourselves as humans with all of our rules, regulations, bylaws, codes, standards and legislation, in many ways to supposedly manage risk, are choking us to death instead. Time to reread the parable about the Tower of Babel. Is our quest for a zero risk environment a pie-in the sky ideal that is actually making things worse. It is a very unelegant solution to life’s problems. Keep the discussion going.
    Colin

    Reply
  47. Colin Ferguson Avatar
    Colin Ferguson

    This topic is huge and needs to be addressed. The craziness with which we have subjected ourselves as humans with all of our rules, regulations, bylaws, codes, standards and legislation, in many ways to supposedly manage risk, are choking us to death instead. Time to reread the parable about the Tower of Babel. Is our quest for a zero risk environment a pie-in the sky ideal that is actually making things worse. It is a very unelegant solution to life’s problems. Keep the discussion going.
    Colin

    Reply
  48. Colin Ferguson Avatar
    Colin Ferguson

    This topic is huge and needs to be addressed. The craziness with which we have subjected ourselves as humans with all of our rules, regulations, bylaws, codes, standards and legislation, in many ways to supposedly manage risk, are choking us to death instead. Time to reread the parable about the Tower of Babel. Is our quest for a zero risk environment a pie-in the sky ideal that is actually making things worse. It is a very unelegant solution to life’s problems. Keep the discussion going.
    Colin

    Reply
  49. Ergoboy Avatar
    Ergoboy

    Instead of asking about a contest, how about asking “What stupid rules does your company have?” I’d love to hear some of the stupid rule examples. Here, I’ll go first:
    I once worked for a bank IT organization. They would not allow you to work from home, even if you were sick, or you had to care for a sick child. So instead of getting some productivity for the day’s pay, they chose to get none. Then to make it even better, they penalized you during your review for having sick days!
    I’d love to hear some other examples!

    Reply
  50. Ergoboy Avatar
    Ergoboy

    Instead of asking about a contest, how about asking “What stupid rules does your company have?” I’d love to hear some of the stupid rule examples. Here, I’ll go first:
    I once worked for a bank IT organization. They would not allow you to work from home, even if you were sick, or you had to care for a sick child. So instead of getting some productivity for the day’s pay, they chose to get none. Then to make it even better, they penalized you during your review for having sick days!
    I’d love to hear some other examples!

    Reply
  51. Ergoboy Avatar
    Ergoboy

    Instead of asking about a contest, how about asking “What stupid rules does your company have?” I’d love to hear some of the stupid rule examples. Here, I’ll go first:
    I once worked for a bank IT organization. They would not allow you to work from home, even if you were sick, or you had to care for a sick child. So instead of getting some productivity for the day’s pay, they chose to get none. Then to make it even better, they penalized you during your review for having sick days!
    I’d love to hear some other examples!

    Reply
  52. Ergoboy Avatar
    Ergoboy

    Instead of asking about a contest, how about asking “What stupid rules does your company have?” I’d love to hear some of the stupid rule examples. Here, I’ll go first:
    I once worked for a bank IT organization. They would not allow you to work from home, even if you were sick, or you had to care for a sick child. So instead of getting some productivity for the day’s pay, they chose to get none. Then to make it even better, they penalized you during your review for having sick days!
    I’d love to hear some other examples!

    Reply
  53. Ergoboy Avatar
    Ergoboy

    Instead of asking about a contest, how about asking “What stupid rules does your company have?” I’d love to hear some of the stupid rule examples. Here, I’ll go first:
    I once worked for a bank IT organization. They would not allow you to work from home, even if you were sick, or you had to care for a sick child. So instead of getting some productivity for the day’s pay, they chose to get none. Then to make it even better, they penalized you during your review for having sick days!
    I’d love to hear some other examples!

    Reply
  54. Ergoboy Avatar
    Ergoboy

    Instead of asking about a contest, how about asking “What stupid rules does your company have?” I’d love to hear some of the stupid rule examples. Here, I’ll go first:
    I once worked for a bank IT organization. They would not allow you to work from home, even if you were sick, or you had to care for a sick child. So instead of getting some productivity for the day’s pay, they chose to get none. Then to make it even better, they penalized you during your review for having sick days!
    I’d love to hear some other examples!

    Reply
  55. Ergoboy Avatar
    Ergoboy

    Instead of asking about a contest, how about asking “What stupid rules does your company have?” I’d love to hear some of the stupid rule examples. Here, I’ll go first:
    I once worked for a bank IT organization. They would not allow you to work from home, even if you were sick, or you had to care for a sick child. So instead of getting some productivity for the day’s pay, they chose to get none. Then to make it even better, they penalized you during your review for having sick days!
    I’d love to hear some other examples!

    Reply
  56. Ergoboy Avatar
    Ergoboy

    Instead of asking about a contest, how about asking “What stupid rules does your company have?” I’d love to hear some of the stupid rule examples. Here, I’ll go first:
    I once worked for a bank IT organization. They would not allow you to work from home, even if you were sick, or you had to care for a sick child. So instead of getting some productivity for the day’s pay, they chose to get none. Then to make it even better, they penalized you during your review for having sick days!
    I’d love to hear some other examples!

    Reply
  57. Juan Carlos Pinedo Avatar
    Juan Carlos Pinedo

    Professor Sutton, I have always enjoyed to read your notes, or listen what you have to say, and reading this note, it made me thinking about a class I just took and dropped already at Harvard. I’m an immigrant from Venezuela, and lived in the USA for 18 years. It was a dream for me to go to Harvard, and in this case, to take more English classes. In the first 2 classes I felt I spent more time “learning” the philosophy, guidelines and rules of Harvard than any valuable English lesson. I felt constrained in the environment, at least, for now. And, although I’m planning to go back, I will learn first all the rules there, and also, what they mean about “Business of Education”. I believe in rules, guidelines, but I’m an adult taking responsibilities of my actions. Finally, I want to give some credits to Thomas’s comment.

    Reply
  58. Juan Carlos Pinedo Avatar
    Juan Carlos Pinedo

    Professor Sutton, I have always enjoyed to read your notes, or listen what you have to say, and reading this note, it made me thinking about a class I just took and dropped already at Harvard. I’m an immigrant from Venezuela, and lived in the USA for 18 years. It was a dream for me to go to Harvard, and in this case, to take more English classes. In the first 2 classes I felt I spent more time “learning” the philosophy, guidelines and rules of Harvard than any valuable English lesson. I felt constrained in the environment, at least, for now. And, although I’m planning to go back, I will learn first all the rules there, and also, what they mean about “Business of Education”. I believe in rules, guidelines, but I’m an adult taking responsibilities of my actions. Finally, I want to give some credits to Thomas’s comment.

    Reply
  59. Juan Carlos Pinedo Avatar
    Juan Carlos Pinedo

    Professor Sutton, I have always enjoyed to read your notes, or listen what you have to say, and reading this note, it made me thinking about a class I just took and dropped already at Harvard. I’m an immigrant from Venezuela, and lived in the USA for 18 years. It was a dream for me to go to Harvard, and in this case, to take more English classes. In the first 2 classes I felt I spent more time “learning” the philosophy, guidelines and rules of Harvard than any valuable English lesson. I felt constrained in the environment, at least, for now. And, although I’m planning to go back, I will learn first all the rules there, and also, what they mean about “Business of Education”. I believe in rules, guidelines, but I’m an adult taking responsibilities of my actions. Finally, I want to give some credits to Thomas’s comment.

    Reply
  60. Juan Carlos Pinedo Avatar
    Juan Carlos Pinedo

    Professor Sutton, I have always enjoyed to read your notes, or listen what you have to say, and reading this note, it made me thinking about a class I just took and dropped already at Harvard. I’m an immigrant from Venezuela, and lived in the USA for 18 years. It was a dream for me to go to Harvard, and in this case, to take more English classes. In the first 2 classes I felt I spent more time “learning” the philosophy, guidelines and rules of Harvard than any valuable English lesson. I felt constrained in the environment, at least, for now. And, although I’m planning to go back, I will learn first all the rules there, and also, what they mean about “Business of Education”. I believe in rules, guidelines, but I’m an adult taking responsibilities of my actions. Finally, I want to give some credits to Thomas’s comment.

    Reply
  61. Juan Carlos Pinedo Avatar
    Juan Carlos Pinedo

    Professor Sutton, I have always enjoyed to read your notes, or listen what you have to say, and reading this note, it made me thinking about a class I just took and dropped already at Harvard. I’m an immigrant from Venezuela, and lived in the USA for 18 years. It was a dream for me to go to Harvard, and in this case, to take more English classes. In the first 2 classes I felt I spent more time “learning” the philosophy, guidelines and rules of Harvard than any valuable English lesson. I felt constrained in the environment, at least, for now. And, although I’m planning to go back, I will learn first all the rules there, and also, what they mean about “Business of Education”. I believe in rules, guidelines, but I’m an adult taking responsibilities of my actions. Finally, I want to give some credits to Thomas’s comment.

    Reply
  62. Juan Carlos Pinedo Avatar
    Juan Carlos Pinedo

    Professor Sutton, I have always enjoyed to read your notes, or listen what you have to say, and reading this note, it made me thinking about a class I just took and dropped already at Harvard. I’m an immigrant from Venezuela, and lived in the USA for 18 years. It was a dream for me to go to Harvard, and in this case, to take more English classes. In the first 2 classes I felt I spent more time “learning” the philosophy, guidelines and rules of Harvard than any valuable English lesson. I felt constrained in the environment, at least, for now. And, although I’m planning to go back, I will learn first all the rules there, and also, what they mean about “Business of Education”. I believe in rules, guidelines, but I’m an adult taking responsibilities of my actions. Finally, I want to give some credits to Thomas’s comment.

    Reply
  63. Juan Carlos Pinedo Avatar
    Juan Carlos Pinedo

    Professor Sutton, I have always enjoyed to read your notes, or listen what you have to say, and reading this note, it made me thinking about a class I just took and dropped already at Harvard. I’m an immigrant from Venezuela, and lived in the USA for 18 years. It was a dream for me to go to Harvard, and in this case, to take more English classes. In the first 2 classes I felt I spent more time “learning” the philosophy, guidelines and rules of Harvard than any valuable English lesson. I felt constrained in the environment, at least, for now. And, although I’m planning to go back, I will learn first all the rules there, and also, what they mean about “Business of Education”. I believe in rules, guidelines, but I’m an adult taking responsibilities of my actions. Finally, I want to give some credits to Thomas’s comment.

    Reply
  64. Juan Carlos Pinedo Avatar
    Juan Carlos Pinedo

    Professor Sutton, I have always enjoyed to read your notes, or listen what you have to say, and reading this note, it made me thinking about a class I just took and dropped already at Harvard. I’m an immigrant from Venezuela, and lived in the USA for 18 years. It was a dream for me to go to Harvard, and in this case, to take more English classes. In the first 2 classes I felt I spent more time “learning” the philosophy, guidelines and rules of Harvard than any valuable English lesson. I felt constrained in the environment, at least, for now. And, although I’m planning to go back, I will learn first all the rules there, and also, what they mean about “Business of Education”. I believe in rules, guidelines, but I’m an adult taking responsibilities of my actions. Finally, I want to give some credits to Thomas’s comment.

    Reply
  65. Tim Keely Avatar
    Tim Keely

    Hi Bob,
    There are several types of forums for both proposing and voting on ideas. Stanford used http://uservoice.com/how_it_works when collecting information for their http://efficiency.stanford.edu/ web site.

    Reply
  66. Tim Keely Avatar
    Tim Keely

    Hi Bob,
    There are several types of forums for both proposing and voting on ideas. Stanford used http://uservoice.com/how_it_works when collecting information for their http://efficiency.stanford.edu/ web site.

    Reply
  67. Tim Keely Avatar
    Tim Keely

    Hi Bob,
    There are several types of forums for both proposing and voting on ideas. Stanford used http://uservoice.com/how_it_works when collecting information for their http://efficiency.stanford.edu/ web site.

    Reply
  68. Tim Keely Avatar
    Tim Keely

    Hi Bob,
    There are several types of forums for both proposing and voting on ideas. Stanford used http://uservoice.com/how_it_works when collecting information for their http://efficiency.stanford.edu/ web site.

    Reply
  69. Tim Keely Avatar
    Tim Keely

    Hi Bob,
    There are several types of forums for both proposing and voting on ideas. Stanford used http://uservoice.com/how_it_works when collecting information for their http://efficiency.stanford.edu/ web site.

    Reply
  70. Tim Keely Avatar
    Tim Keely

    Hi Bob,
    There are several types of forums for both proposing and voting on ideas. Stanford used http://uservoice.com/how_it_works when collecting information for their http://efficiency.stanford.edu/ web site.

    Reply
  71. Tim Keely Avatar
    Tim Keely

    Hi Bob,
    There are several types of forums for both proposing and voting on ideas. Stanford used http://uservoice.com/how_it_works when collecting information for their http://efficiency.stanford.edu/ web site.

    Reply
  72. Tim Keely Avatar
    Tim Keely

    Hi Bob,
    There are several types of forums for both proposing and voting on ideas. Stanford used http://uservoice.com/how_it_works when collecting information for their http://efficiency.stanford.edu/ web site.

    Reply
  73. Greg Avatar
    Greg

    @Rich: You just made the case for the “One Minute Manager.” Follow the steps, document, and you have an ongoing, day by day performance review that actually means something.

    Reply
  74. Greg Avatar
    Greg

    @Rich: You just made the case for the “One Minute Manager.” Follow the steps, document, and you have an ongoing, day by day performance review that actually means something.

    Reply
  75. Greg Avatar
    Greg

    @Rich: You just made the case for the “One Minute Manager.” Follow the steps, document, and you have an ongoing, day by day performance review that actually means something.

    Reply
  76. Greg Avatar
    Greg

    @Rich: You just made the case for the “One Minute Manager.” Follow the steps, document, and you have an ongoing, day by day performance review that actually means something.

    Reply
  77. Greg Avatar
    Greg

    @Rich: You just made the case for the “One Minute Manager.” Follow the steps, document, and you have an ongoing, day by day performance review that actually means something.

    Reply
  78. Greg Avatar
    Greg

    @Rich: You just made the case for the “One Minute Manager.” Follow the steps, document, and you have an ongoing, day by day performance review that actually means something.

    Reply
  79. Greg Avatar
    Greg

    @Rich: You just made the case for the “One Minute Manager.” Follow the steps, document, and you have an ongoing, day by day performance review that actually means something.

    Reply
  80. Greg Avatar
    Greg

    @Rich: You just made the case for the “One Minute Manager.” Follow the steps, document, and you have an ongoing, day by day performance review that actually means something.

    Reply

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