Requisite Organization: A System for All Seasons

Speaker A I think to put this in perspective, if you always ask, well, if I had it to do all over again, what would I change? And the answer is, I would love to have been exposed to this in college courses or graduate school courses or some way when I was 25 that I could have got on board with this. So by the time I was 30, it was really good at it. It would have moved things along at a lot quicker pace. And when you have to learn on your own in an ad hoc world of learning this and learning that, trying to tie your own system together, you waste a tremendous amount of time and basically you end up learning what not to do. And then what to do is the residue. Because if you read all the books, they're telling you to do 500 different things and 20 to all different directions of the compass, and it really isn't to help. Some of you have little anecdotes things that can help. So if you have a chance, no matter what age you are, wherever you are, if you learn this, maybe you'll find that it's not for you, or maybe you don't understand or don't like it. But then at least you will have said, well, if I don't like this, if this doesn't work, I know. Then this works for me. Well then fine. But I think you would find that what you think is going to work won't work in all circumstances. This is a system for all seasons, for prosperous seasons. When the wind at your back, for being a pure sailor, you're in a broad reach and then you all of a sudden the wind shifts. And you've got to know how to organize, you've got to know how to do it right. You've got to be able to know how to pay your people fairly and not get yourself in all kinds of I look at the automobile companies. Go back earlier in our talks, the difference between a Toyota just the story in our dealings with Toyota should be very instructive as to why they're the most valuable and largest automobile company in the world. And American companies who took pride in beating up their suppliers and putting them out of business. Put a little badge in your, put a little badge in your and we got them. We got such a good price, we put them out of business. Isn't that great? And so these are lessons that the Jake system should be something that if you can learn it, the quicker the better. And if I had to go all over again, that's what I wish I'd known about this sooner, because when I talked to this Mark Van Cleef and said, you need to look into this, I thought it was the same kind of AHA that I got when Deming said, you use my methods. They can tell you if it's the machine or the person. And I said, wow, wouldn't that be great if I could do that? How does that work? And the same thing if there's a way, the whole system of management wouldn't be great if I could answer all these burning questions using a theoretical base actually proven in practice. Wouldn't that be nice? And the answer is, it's there. And it's not easy. That's a little bit like reading the Bible. It's all there. Every time you read it, there's something more in it, and you never stop reading it, because this is not look, the man had a medical degree from Johns Hopkins and a PhD in clinical psychology from Harvard. So this wasn't some farmer kind of dreaming it up at night. This was a social researcher. And he told me, he said, in my clinical psychology, you were from Harvard. Once I understood how things really worked was useless.