How to use Moneyball at the office to build great teams

The Nucor system did not aim to turn lazy people into hard workers, but to create an environment where hardworking people would thrive and lazy workers would either jump or get thrown right off the bus. In one extreme case, workers chased a lazy teammate right out of the plant with an angle iron. [Good to Great: Why Some Companies Make the Leap… and Others Don't]

There are enormous and well-documented differences between the best and worst performers in numerous endeavors. Psychologist Dean Keith Simonton, who has spent his career studying greatness and genius, concludes: "No matter where you look, the same story can be told, with only minor adjustments. Identify the 10 percent who have contributed the most to some endeavor, whether it be songs, poems, paintings, patents, articles, legislation, battles, films, designs, or anything else. Count all the accomplishments that they have to their credit. Now tally the achievements of the remaining 90 percent who struggled in the same area of achievement. The first tally will equal or surpass the second tally. Period." [Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management]

…superior workers in jobs requiring low skill produced 19 percent more than average workers, superior workers in jobs requiring high skill were 32 percent more productive, and for professionals and managers, superior performance produced 48 percent more output than average performers. [Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management]

In an article reporting the declining position of the United States in world trade in telecommunications equipment, the New York Telephone company reported that "it tested 57,000 job applicants in 1987 and found 54,900, or 96.3 percent, lacked basic skills in math, reading, and reasoning." A human resource planning document prepared at the Bank of America in 1990 reported that "Chemical Bank in New York must interview 40 applicants to find one who can be successfully trained as a teller"; "at Pacific Bell in Los Angeles, 95 percent of the 3,500 people who recently took a competency test for entry-level jobs not requiring a high school education failed"; and "at Motorola, 80 percent of its applicants cannot pass a simple seventh grade English comprehension or 5th grade math test. At Bell South in Atlanta, fewer than one in 10 applicants meet all qualification standards." [Competitive Advantage Through People: Unleashing the Power of the Work Force]

…the Columbia Accident Investigation board was dismayed to see that, although most of the people had been changed, the same system produced the same mistakes 17 years earlier — it was a system that made it difficult for smart people to do smart things. [Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management]

I said, "Give us the black sheep. I want artists who are frustrated. I want the ones who have another way of doing things that nobody's listening to. Give us all the guys who are probably headed out the door." A lot of them were malcontents because they saw different ways of doing things, but there was little opportunity to try them, since the established way was working very, very well. We gave the black sheep a chance to prove their theories, and we changed the way a number of things are done here.

In the mid-1990s, Harvard Business School's Amy Edmundson, and the Harvard physicians funding her research, were flabbergasted when nurse questionnaires showed that the units with best leadership and best coworker relationships reported making 10 times more errors than the worst. [Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management]

Edmondson and colleague Anita Tucker concluded that those nurses whom doctors and administrators saw as most talented unwittingly caused the same mistakes to happen over and over. These "ideal" nurses quietly adjust to inadequate materials without complaint, silently correct others' mistakes without confronting error-makers, create the impression that they never fail, and find ways to quietly do the job without questioning flawed practices. These nurses get sterling evaluations, but their silence and ability to disguise and work around problems undermine organizational learning. [Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management]