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	<title>Management Meditations</title>
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	<link>http://www.lmmiller.com/blog</link>
	<description>Navigating the Shores of Lean Management with Lawrence M. Miller</description>
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		<title>Goldman Sachs and the Money vs. Morality Debate</title>
		<link>http://www.lmmiller.com/blog/2012/03/14/corporate-culture/goldman-sachs-and-the-money-vs-morality-debate/</link>
		<comments>http://www.lmmiller.com/blog/2012/03/14/corporate-culture/goldman-sachs-and-the-money-vs-morality-debate/#comments</comments>
		<pubDate>Wed, 14 Mar 2012 15:29:04 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Corporate ethics]]></category>
		<category><![CDATA[Corporate Social Responsibility]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Social Capital]]></category>
		<category><![CDATA[The New Capitalism]]></category>
		<category><![CDATA[Goldman Sachs]]></category>
		<category><![CDATA[Greg Smith]]></category>
		<category><![CDATA[Honda]]></category>
		<category><![CDATA[Iri Irimijiri]]></category>
		<category><![CDATA[The New York Times]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1242</guid>
		<description><![CDATA[Yesterday, a young executive at Goldman Sachs, Greg Smith, resigned in a very public way. He wrote an op-ed in the New York Times titled &#8220;Why I am Leaving Goldman Sachs.&#8221; In essence he accused the leadership of Goldman Sachs &#8230; <a href="http://www.lmmiller.com/blog/2012/03/14/corporate-culture/goldman-sachs-and-the-money-vs-morality-debate/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2012/03/14/corporate-culture/goldman-sachs-and-the-money-vs-morality-debate/feed/</wfw:commentRss>
		<slash:comments>14</slash:comments>
		</item>
		<item>
		<title>Managing the Blog &#8211; New Additions</title>
		<link>http://www.lmmiller.com/blog/2012/03/13/general/managing-the-blog-new-additions/</link>
		<comments>http://www.lmmiller.com/blog/2012/03/13/general/managing-the-blog-new-additions/#comments</comments>
		<pubDate>Tue, 13 Mar 2012 13:22:00 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Alltop]]></category>
		<category><![CDATA[Diane Von Furstenburg]]></category>
		<category><![CDATA[Layli Miller-Muro]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1229</guid>
		<description><![CDATA[I admit it. I am just learning how to do this "blogging" thing. But, then so are most bloggers. I have made a number of recent changes, mostly in the "widget" department. <a href="http://www.lmmiller.com/blog/2012/03/13/general/managing-the-blog-new-additions/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2012/03/13/general/managing-the-blog-new-additions/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Action-Learning: Cycles of Learning are the Key to Developing a Culture of Continuous Improvement</title>
		<link>http://www.lmmiller.com/blog/2012/02/28/general/action-learning-cycles-of-learning-are-the-key-to-developing-a-culture-of-continuous-improvement/</link>
		<comments>http://www.lmmiller.com/blog/2012/02/28/general/action-learning-cycles-of-learning-are-the-key-to-developing-a-culture-of-continuous-improvement/#comments</comments>
		<pubDate>Tue, 28 Feb 2012 21:04:10 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[Team Development]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[Lean culture]]></category>
		<category><![CDATA[lean leadership]]></category>
		<category><![CDATA[lean organization]]></category>
		<category><![CDATA[learning organization]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1189</guid>
		<description><![CDATA[The following article was published today in Industry Week&#8217;s Continuous Improvement blog/website today. (Note: this is available for download on the &#8220;Papers&#8221; page of this blog and you are welcome to use it in your work.) The best methods and &#8230; <a href="http://www.lmmiller.com/blog/2012/02/28/general/action-learning-cycles-of-learning-are-the-key-to-developing-a-culture-of-continuous-improvement/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2012/02/28/general/action-learning-cycles-of-learning-are-the-key-to-developing-a-culture-of-continuous-improvement/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Straight Talk: Avoid the Con of Quick and Easy Lean</title>
		<link>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/</link>
		<comments>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/#comments</comments>
		<pubDate>Wed, 01 Feb 2012 01:20:19 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Corporate ethics]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[consulting]]></category>
		<category><![CDATA[Lean culture]]></category>
		<category><![CDATA[lean leadership]]></category>
		<category><![CDATA[Toyota Production System]]></category>
		<category><![CDATA[TPS]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1160</guid>
		<description><![CDATA[Lean is a strategic initiative that will require at least three to five years for any organization of size. It is a lifestyle change, not a diet. There are too many false promises of quick and easy gains and too many consultants selling executives what they want, and not what they need.  <a href="http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/feed/</wfw:commentRss>
		<slash:comments>7</slash:comments>
		</item>
		<item>
		<title>New Year&#8217;s Resolutions That will Have an Impact</title>
		<link>http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/</link>
		<comments>http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/#comments</comments>
		<pubDate>Tue, 03 Jan 2012 19:44:44 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Team Development]]></category>
		<category><![CDATA[Aubrey Daniels]]></category>
		<category><![CDATA[Continuous Improvement]]></category>
		<category><![CDATA[design of experiments]]></category>
		<category><![CDATA[Four-to-One]]></category>
		<category><![CDATA[Fran Tarkenton]]></category>
		<category><![CDATA[Gemba]]></category>
		<category><![CDATA[Good to Great]]></category>
		<category><![CDATA[Industry Week]]></category>
		<category><![CDATA[Jim Collins]]></category>
		<category><![CDATA[lean organization]]></category>
		<category><![CDATA[Ogden Lindsley]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1099</guid>
		<description><![CDATA[Beginning the new year is a good time to reflect and make commitments to change our own behavior in some way that will have a positive impact on others. Here are some suggestions.  <a href="http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/feed/</wfw:commentRss>
		<slash:comments>7</slash:comments>
		</item>
		<item>
		<title>How You Change Is The Change</title>
		<link>http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/</link>
		<comments>http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/#comments</comments>
		<pubDate>Tue, 06 Dec 2011 20:42:03 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1087</guid>
		<description><![CDATA[Today the following article was published in Industry Week&#8217;s Continuous Improvement Newsletter. Lean Management is not a change methodology; it is a destination, a desired set of practices and culture. How you get there will determine the outcome. There are &#8230; <a href="http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Lean Healthcare</title>
		<link>http://www.lmmiller.com/blog/2011/11/06/organization-design-and-process-improvement/lean-healthcare/</link>
		<comments>http://www.lmmiller.com/blog/2011/11/06/organization-design-and-process-improvement/lean-healthcare/#comments</comments>
		<pubDate>Sun, 06 Nov 2011 13:45:30 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Healthcare Lean]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1077</guid>
		<description><![CDATA[Over the past months I have been working rather intensely with a Canadian healthcare organization, the Victorian Order of Nurses (VON). This work has made very clear in my mind two things: first, that healthcare is in need of lean &#8230; <a href="http://www.lmmiller.com/blog/2011/11/06/organization-design-and-process-improvement/lean-healthcare/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/11/06/organization-design-and-process-improvement/lean-healthcare/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Lean Culture and Continuous Improvement Require Enabling Structures</title>
		<link>http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/</link>
		<comments>http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/#comments</comments>
		<pubDate>Thu, 01 Sep 2011 19:14:05 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1058</guid>
		<description><![CDATA[Lean management requires a rethinking of the structure of organizations, the formation of teams, and a "whole-system" understanding of the organizational system. Even how we structure the change process may result in a failure to address the root cause of waste and quality problems.  <a href="http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Lean Leadership &#8211; The ONE Quality that Matters Most</title>
		<link>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/</link>
		<comments>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/#comments</comments>
		<pubDate>Wed, 20 Jul 2011 21:13:11 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[Abraham Lincoln]]></category>
		<category><![CDATA[B. F. Skinner]]></category>
		<category><![CDATA[Jim Collins]]></category>
		<category><![CDATA[lean organization]]></category>
		<category><![CDATA[learning organization]]></category>
		<category><![CDATA[Peter Senge]]></category>
		<category><![CDATA[Rupert Murdoch]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1031</guid>
		<description><![CDATA[Rupert Murdoch's first remark in his testimony before Parliament was that this was the most humble moment of his life. No doubt true. Hubris, rather than humility has led many companies over the cliff of disaster. The quality most required of those leading continuous improvement is the opposite of hubris, it is humility, the antecedent to learning. Lean leaders develop an attitude of science, the ability to experiment, learn from the data, and try again. Lincoln's victory over General Lee was a victory of humility over hubris. <a href="http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/feed/</wfw:commentRss>
		<slash:comments>9</slash:comments>
		</item>
		<item>
		<title>Survey Results: Execution and Importance of Lean Culture and Leadership Factors</title>
		<link>http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/</link>
		<comments>http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/#comments</comments>
		<pubDate>Tue, 28 Jun 2011 17:10:26 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[lean leadership]]></category>
		<category><![CDATA[lean organization]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=887</guid>
		<description><![CDATA[Eighty-two lean implementers contributed their opinions to this survey. I have processed the data from this survey and written a report, which I hope you will find interesting and useful. You can download a report and analysis of the data and you can download the complete survey results and do your own analysis. I think the data on both importance and execution of lean cultural factors will help you in your efforts to convince your managers about the importance of their leadership behavior to your lean journey. <a href="http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
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