Observe, Hypothesize, and Experiment

Contractors would run much better including improved field productivity if they applied the simple lesson we all learned around middle-school science class:

D. Brown Management Profile Picture
Share
Quote: Stop debating and start experimenting. Because if you don't run experiments you can't learn. Adam Grant from Power Moves.

The Scientific Method:  

  1. Make an observation
      
  2. Ask questions about the observation and gather information

  3. Form a hypothesis about what created the outcome and make predictions about the future state based on the hypothesis

  4. Test the hypothesis in an experiment that can be reproduced

  5. Analyze the data from the experiments that either validates or invalidates the hypothesis

  6. Reproduce the experiment until there are no discrepancies between observed results and theory

Experiments are hard to run in complex environments like a construction company.  That does not mean that you should not attempt to make the best observation, hypothesis, and experiments you can for a given situation.  

Adam Grant talks with the CEO of Goldman Sachs in the book Power Moves about experimentation in what works best for recruiting and retention. 




Aim for the Clouds - Looking at Your Objectives
As contractors plan their businesses, projects, production or improvement goals it’s important to look at objectives in two ways:
Balancing Modes of Prioritization and Career Progression
If your workload prioritization seems impossible, try looking at it from a higher-level of prioritization. We all must prioritize in life and at work. Our outcomes are heavily impacted by how effective we are at prioritization.
Resource - Negotiation (3 Prerequisites + 4 Perspectives)
Negotiation skills will enhance nearly everything your management teams do from winning work through building the project to working with your bank and surety. This is a collection of the best resources we've used to build these capabilities.