Summary of Marina Nitze & Nick Sinai's Hack Your Bureaucracy

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 Bureaucracies are important and relevant, and they often provide employment to a significant portion of the world’s population. They are resistant to change, and they offer stability and continuity. They are not to be despised. -> bureaucracies are large organizations with hierarchy, rules, processes, and power. They are characterized by their complexity, division of labor, permanence, professional management, hierarchical coordination and control, and legal authority.
#2 Bureaucracies are unavoidable, and you’ll almost certainly end up working within one at some point in your life. They offer stability and continuity, and they can be quite important.

Sujets

• Santé et bien-être
• Développement personnel
• développement personnel
• Personal Growth
• Self-help
• Success

Informations

• Publié par: Everest Media LLC
• Date de parution: 29 septembre 2022
• Nombre de lectures: 0
• EAN13: 9798350029758
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Marina Nitze & Nick Sinai's Hack Your Bureaucracy
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8
Insights from Chapter 1

#1

Bureaucracies are important and relevant, and they often provide employment to a significant portion of the world’s population. They are resistant to change, and they offer stability and continuity. They are not to be despised. -> bureaucracies are large organizations with hierarchy, rules, processes, and power. They are characterized by their complexity, division of labor, permanence, professional management, hierarchical coordination and control, and legal authority.

#2

Bureaucracies are unavoidable, and you’ll almost certainly end up working within one at some point in your life. They offer stability and continuity, and they can be quite important.
Insights from Chapter 2

#1

The site crashed and burned.

#2

The Obama administration’s College Scorecard was a website that lacked important features, and it was difficult to navigate. It also lacked data on how much recent graduates of each college were making. Lisa’s team at the Department of Education improved upon it by adding features that were actually used by students, and they made the data available as an API.

#3

The Obama administration’s College Scorecard website was a disaster, but its data was used to improve the ranking of colleges by The New York Times three years later.

#4

Listen to your end users.

#5

bureaucracies are unavoidable, and they provide stability and continuity. They are not to be despised.

#6

Listening to your end users is a great way to get outside perspectives and avoid becoming a victim of your own bureaucracy.

#7

Listen to your customers, and find ways to indirectly observe their behavior.

#8

Listen to your end users.

#9

Listen to your end users, and find ways to indirectly observe their behavior.

#10

Use mystery shopping to get outside perspectives on your company, and use the information you gather to make the case for change.

#11

listen to your end users, and find ways to indirectly observe their behavior.

#12

Listen to your end users.

#13

Become an undercover customer, and listen to hear what your customers are saying.

#14

Be your own customer, and listen in on the conversations around you. Listen to your end users, and find ways to indirectly observe their behavior.

#15

Use mystery shopping and other techniques to get a sense of your company's actual users, and how they interact with your company's systems.

#16

-> Use mystery shopping to get outside perspectives on your company, and use the information you gather to make the case for change.

#17

listen to your end users, and find ways to indirectly observe their behavior.

#18

Use your expertise to help your users understand their issues.

#19

To break down organizational silos, bring together people from different disciplines and have them work towards a common goal.

#20

Be your own customer, and listen in on the conversations around you. Use mystery shopping and other techniques to get a sense of your company's actual users and how they interact with your company's systems.

#21

When you’re a newbie, you can ask questions and draw connections that more seasoned team members are too embarrassed or entrenched to ask or see.

#22

To break down organizational silos, bring together people from different disciplines and have them work towards a common goal.

#23

To break down organizational silos, bring together people from different disciplines and have them work towards a common goal.

#24

You’re a newbie, so be nice. Ask lots of questions. Don’t ignore your inner questioner. Drink from the firehose.

#25

If you want to break down organizational silos, be your own customer and listen in on the conversations around you.

#26

Shadowing and listening to city workers helped Bob Stone find inefficiencies and propose solutions.

#27

When you’re a newbie, ask questions, draw connections, and shadow people in other departments. Roll out changes slowly, building trust and leveraging existing change management mechanisms over time.

#28

You’re a newbie. Ask questions. Shadow people in other departments. Roll out changes slowly, building trust and leveraging existing change management mechanisms over time.

#29

When you’re a change agent, you have to make it easy for people to change their behavior, which means rolling out changes slowly, building trust, and leveraging existing change management mechanisms.

#30

If your organization places a high value on customer satisfaction, employee satisfaction, or employee retention rates, you may be able to get those types of metrics to drive the change you want.

#31

As a newbie, ask questions, shadow people in other departments, and roll out changes slowly. As a change agent, you have to make it easy for people to change their behavior, which means rolling out changes slowly.

#32

When you’re a newbie, ask questions, shadow people in other departments, and roll out changes slowly. When you’re a change agent, you have to make it easy for people to change their behavior, which means rolling out changes slowly.

#33

When you’re a newbie, ask questions, shadow people in other departments, and roll out changes slowly. When you’re a change agent, you have to make it easy for people to change their behavior, which means rolling out changes slowly.
Insights from Chapter 3