Nick’s Reviews > High Output Management > Status Update

p. 201 has an example of a performance appraisal. The dates are from 1982. The book was published in 1995. In the preface Grove says that the book was written in 1983.

The chart on p. 149 is naive. Group interest and and self-interest aren't opposites. Does he want to say that people's self-interest in contractual obligations is lower? It isn't.

Grove explains what he means on pp. 150-151. The explanation is better than the chart.

Is this the 1983 outlook?

pp. 141-142
Grove talks about know-how managers in matrix reporting [dual reporting] conditions. It's an abstract talk though. I suspect that there are important nuances on how to set it up, and what not to do.

p. 133
"... dual reporting [matrix reporting] was born. It was a slow laborious birth."
Grove doesn't provide any details about those trials.

"So to put it another way, the hybrid organizational form [matrix organization] is inevitable consequence of enjoying the benefits of being part of larger organization [...] "
So one must demand additional compensation for working in a matrix organization.

p. 92
"Another desirable and important feature of the model is that any decision be worked out and reached at the _lowest competent level_. The reason is that this is where it will be made by people who are closest to the situation and know the most about it. [...] ideally, decision-making should occur in the middle ground, between reliance on technical knowledge [...] and on bruises [...] [emphasis original] "

p. 83
"He [the reviewing manager in the operation review] is the catalyst needed to provoke audience participation, and by his example he should encourage free expression. He should never preview the material, sine that will keep him from reacting spontaneously. [...] "
Example of an operation review meeting: quarterly marketing review at Microchip APID.

pp. 60-61
on monitoring during delegation
"Monitoring the results of delegation resembles the monitoring used in quality assurance. We should apply quality assurance principles and monitor at the lowest added-value stage of the process, For example, review _rough drafts_ of reports that you have delegated; don't wait until your subordinates have spent time polishing them into final form [...] ."

p.48
on information media:
"I have to confess that the information most useful to me, and I suspect most useful to all managers, comes from quick, often casual verbal exchanges. [...]
So why are written reports necessary at all? [...] Reports are more a _medium_ of _self-discipline_ than a way to communicate information. _Writing_ a report is important; reading is often not. [emphasis original] "

pp. 23-24
Stagger charts as a way to look at trends, and on quality of forecasting. Laments that economists and investment advisers aren't showing their old forecasts. Nassim Taled was saying almost exactly the same thing.