What if things go wrong simply because people don’t talk to each other?

Via Ted Ernst Sarvata, an update about huddles:

Kan says teamwork improved greatly once information-sharing became routine. Numerous snafus have been averted; for example, if the plant superintendent reports trouble with a machine, the sales director can adjust his delivery schedule. And by reviewing her executives’ to-do lists, Kan has been able to identify micromanagers and nip their do-it-myself propensities. Finally, the meetings have weeded out executives who didn’t communicate openly with their peers; Kan says failure to participate was a factor in one or two dismissals.

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