how to set, maintain and support a clear strategic path for your business
In our Introductory Series to Human Factors in Business, we explored concepts and tools from a wide variety of disciplines to support managers and leaders in developing a deeper understanding of the people component in business.
This book is picking up a particular business topic, the role of the Board of Directors in business, and provides new and old ideas in a simple, easy to understand format. We do so through the eyes of human factors in business.
If you have not already perused our Introductory Series (personality, stress, communicate and motivate), you may not get maximum benefit from this volume. We use human factors concepts throughout the text that have specific meanings and are part of models that help us to better-understand human interaction, people’s perspective on the world, their needs, individual’s responses to stress and many other facets that create the rich tapestry we call humanity.
I certainly urge you to have a look at the Introductory Series first before carrying on.
The Human Factors in Business Applied Series draws on more than one hundred years of published knowledge. When perusing our collective wisdom in print, I could not help but wonder why some themes have been picked up over the years, time and time again. Obviously, where previous thinkers have identified shortcomings and prescribed their remedies and where the business community simply has not picked up on new ideas, we can only jump to one of two conclusions: the remedy has not been simple enough to implement, or the thinker has not been able to overcome the inertia of the business community.
The separation between governance and management, in particular in small and medium-sized businesses, is patchy at best. Most businesses do not clearly differentiate governance and management. People in charge often confuse their roles during the decision-making process, usually at their peril. Whilst a body of research and numerous books exist on the subject, thinkers tend to prescribe a mini-version of big-business governance as a remedy for small to medium-sized businesses.
I do not expect that I will be able to overcome the inertia on a wider scale, but every journey starts with a first step. This is mine. I can however, attempt to keep things simple to give us the best chance to effect change.
In that context, I am not getting hung up about technical perfection and come from the position of being ‘broadly right rather than precisely wrong’.