Good overview of a subject that's, oddly, not well covered: the integration of what and why when it comes to goals and, for that matter, organizational change initiatives.

Poor integration of these two facets affects the thinking in my own work of lean manufacturing. The literature is full of the what but incomplete (or altogether wrong on) the why. I think it's a factor as to why so many lean and continuous improvement initiatives fail.

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Born and raised in the South, living in Ohio. Writes about politics, management, and religion.

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