Top Asian Countries Holding Gold

By Lucia Lepe

He quickly realized the gap in awareness between the two sides. Although police officers may be proud of the continuous decrease in emergency calls and the increase in the number of dangerous criminals arrested, these things are not noticed by the people, simply because very few people feel it. find themselves threatened by large-scale criminals

• Language: English
• Publisher: Lucia Lepe
• Release date: Feb 1, 2024
• ISBN: 9798869216199

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Top Asian Countries Holding Gold

Top Asian Countries Holding Gold

Copyright © 2023 by Lucia Lepe

All rights reserved

TABLE OF CONTENTS

CHAPTER 1 : LET'S GO ON THE ELECTRIC SEWERS

CHAPTER 2 : LONG STORY

CHAPTER 3 : MANY HIGH SCHOOL STUDENTS

CHAPTER 4 : COUNTRIES THAT HOLD GOLD

CHAPTER 5 : PROBLEM LESSONS ABOUT TIPPING POINT IN REALITY

CHAPTER 1 : LET'S GO ON THE ELECTRIC SEWERS

To change the status quo, employees will have to actually confront the organization's worst performance problems. No manager at any level can make assumptions about reality. Numbers are often controversial and not encouraging. Although facing reality head-on can be somewhat shocking, it is inevitable and has the potential to stimulate action. This is also an effective solution to solve cognitive problems quickly.

Let's consider the following example. In the 1990s, New York City's subway system was such an obsession that it was nicknamed The Electric Sewer. Revenue from the subway system dropped sharply due to people's boycott. However, police from the New York City Regional Traffic Police Department refused to accept responsibility. Why is that? Only 3% of serious crimes occur on the subway and so despite people's complaints, the police still stand by and watch, not seeing the need to review their way of working.

When Bratton was appointed Director of the Police Department, he made a complete change in the mindset of the city's police force in just a few weeks. How did he do that? He accomplished this, not by force, not by numbers, but by requiring the Chiefs of Police and lower-level commanders, including himself, to directly ride on the tram system. underground from day to day. Before Bratton, this had never happened before.

Although statistics show that the tram system is safe, in reality they have had to see scenes that people here have to witness every day: a tram system standing on the brink of chaos. riots, groups of young people parade cars back and forth, jumping on turnstiles, cyclists always have to see obscene pictures, unruly beggars and alcoholics lie on the benches. public. The police force at this point can no longer avoid that painful reality and everyone must recognize that the current operating strategy of the police force here needs to have a drastic change and must be changed. change now.

Showing your superiors the worst reality can quickly change their way of thinking. This method can also help them quickly recognize their leader's requests. However, very few people understand and apply the power of this method. They attract support from their superiors with dry numbers, lacking urgency and emotional motivation. Or they point to the most successful examples of their employees to enlist the support of their superiors. Although these methods can also be effective, they cannot change perceptions as quickly and effectively and as deeply as pointing out facts.

Back to Bratton's case: When Bratton ran a police department under the Massachusetts Bay Transportation Authority (MBTA), the agency's leaders decided to buy a number of small, inexpensive patrol cars. That goes against Bratton's new policy. But he did not object to the decision or try to ask for more funding - something that could take months to consider and could even be rejected at the last minute. Instead, he invited the head of the MBTA on a tour of the area.

To make this man realize what Bratton wanted to express, Bratton took him on a ride in a car of the same type as the cars they were about to buy. Bratton deliberately pushed the car's seat forward to show the Director the cramped feeling a police officer would feel when sitting in that car. He then drove through potholes on the road and left the police tools with him to show the Director that the car was too small for all these tools. After only a few hours, the Director wanted to get off the bus. He also told Bratton that he did not understand how he could stay in this cramped, cramped car for so long, not to mention there was a criminal sitting in the back. So Bratton got the roomier car his strategy required.

Satisfy the needs of dissatisfied customers

To change your boss's perception, you not only need to show him the problems outside the office, but also let him listen firsthand to dissatisfied customers. Don't rely too much on market research reports. How much of your best staff goes directly into the market and listens to what your most dissatisfied customers have to say about their problems? Have you ever wondered why sales are not as expected? In short, there is no substitute for meeting and listening to your disgruntled customers in person.

In the late 1970s, Boston's Fourth District police, headquartered at Symphony Hall, Mother Christian Science Church and several other cultural institutions, witnessed a period of escalating crime. People's lives were seriously threatened, many people sold their houses to move away, leaving the whole area devastated. However, even as people left in droves, the police force under Bratton still felt they were doing a good job. Indicators of security performance compared to police in other areas remained high: the number of calls received by 911 police decreased and the number of dangerous criminals arrested increased. To resolve this paradox, Bratton organized a series of meetings at City Hall between his staff and neighborhood residents.

He quickly realized the gap in awareness between the two sides. Although police officers may be proud of the continuous decrease in emergency calls and the increase in the number of dangerous criminals arrested, these things are not noticed by the people, simply because very few people feel it. find themselves threatened by large-scale criminals. What makes them feel like victims are harassers like alcoholics, beggars, prostitutes and obscene murals.

These meetings changed the focus of the police force here, causing them to focus on a blue ocean strategy called broken windows.5 As a result, crime decreased significantly and That area was peaceful again.

So, when you want your organization to realize the need for a change in strategy and awareness, do you use numbers? Will you let your boss, your employees, and yourself see firsthand the ugly reality of your organization's operations? Would you put your managers in touch with the market and listen to upset, complaining customers? Or could you also send your employees out to do market research reports?

Solve resource problems

After getting the members of the organization to admit that the organization needs to change its strategy and to more or less agree on the basics of the new strategy, most managers are faced with a reality. gloomy due to lack of resources. Do they have the financial resources to make the necessary changes? In this situation, most progressive CEOs take one of two options: either they lower their ambitions and thus discourage their employees again; or they try to raise more capital from banks or shareholders - something that is both time-consuming and can cause a loss of focus on the fundamental problems that need to be solved. Not to mention that trying to raise more capital is unnecessary and not worth the time, and often faces many procedural difficulties.

So how can we still carry out strategic reforms while resources are becoming less and less? Instead of focusing on mobilizing more resources, focal leaders seek to increase the value of the resources they have. In the case of a lack of resources, leaders still have three factors of disproportionate influence in their hands, and by enhancing their value, they can both free up more resources and multiply them. multiples the value of those resources themselves. The three factors are hot spots, cold spots, and horse trading.

Hotspots are activities that require little resource input but have the potential to achieve high results. In contrast, cold spots are activities that require a lot of input resources but yield low results. Any organization has many of these hot and cold spots. Negotiation is the exchange of excess resources of one department for surplus resources of another department to meet resource needs. If they know how to use existing resources effectively, organizations can completely solve the problem of lack of resources. Which activities consume the most resources but have limited effectiveness? Conversely, which activities consume the least resources but bring the highest efficiency? When questions are asked in this direction, organizations will quickly free up resources currently being spent on inefficient activities and mobilize them into more productive activities. This means that the organization is simultaneously pursuing and achieving two goals: lowering costs and increasing value.

Redistribute resources to hot spots

At the New York City Regional Police Center, Bratton's predecessors believed that making the subway system safe would require a police officer to travel on each line and patrol the area. boarding and alighting points. Thus, reducing crime means increasing the number of police officers, and limited budget resources do not allow that to happen. The logic here is that if results are to increase, the resources invested must also increase accordingly, and most companies view the performance results achieved based on this inherent logic.

However, Bratton achieved an unprecedented reduction in crime, fear and disorder in the history of the area's police sector, not by increasing the number of police officers but by concentration of employees in hot spots. He analyzed and found that the city's subway system is a matrix of lines, exits and entrances, but most crimes only occur at certain stations and on certain routes. . He also found that these hot spots do not receive adequate attention even though they are places with a high frequency of crime, while other spots with almost no criminal activity are equipped with high numbers. equivalent number of police. The solution here is to dispatch more police to high-crime areas. Thanks to this, the amount of crime decreased significantly while the number of police officers remained the same.

Similarly, before Bratton was assigned to the New York Police Department, the drug crime department worked from 9:00 a.m. to 5:00 p.m. every day of the week except weekends and only accounted for 5% of the Department's workforce. During his first meetings with the Department's Director, Jack Maple, Bratton's crime expert asked those present to give an estimate of the percentage of crimes due to drug use to find the point. hot in resource use. Most people give the figure 50%, some even say 70%, the lowest is 30%. On that basis, Jack pointed out that the drug crime department (whose number of employees accounts for only 5% of the Department's total staff) is currently seriously understaffed. Additionally, it was discovered that police teams mostly work from Monday to Friday, while most drug sales take place on weekends, which are also the days when most crimes occur. drug-related occurrences. Why does this happen? That's because that's the way things have always been - a phenomenon that is beyond debate.

But after this reality was exposed and hot spots were identified, Bratton's plan to reallocate staff and other resources was supported by the entire Police Department. Accordingly, Bratton reallocated police teams and resources to hot spots and as a result, drug crimes decreased sharply.

So where did Bratton mobilize resources to accomplish this? In fact, he identified hot spots at the same time as finding the organization's cold spots.

Redeploy resources from cold spots

Leaders also need to free up excess resources through uncovering cold spots.

Returning to the issue of the subway system, Bratton discovered that one of the cold spots was the activity of escorting criminals to court. On average, it takes a police officer 16 hours to escort a criminal, even if it is the smallest case. That should have been the time when officers patrolled on the tram and handled crimes.

And Bratton changed all that. He replaced the task of escorting criminals to court by using a type of vehicle called bust buses, an old-style, very mobile bus, turning them into stations. Mini police stationed outside tram stations. Now, a police officer does not have to directly escort a suspect to court but only needs to take the suspect to the street where the police bus is