the rowing competition story (identifying and managing performance improvement, establishing cause and accountability, theory x vs theory y, daft executive judgements)

The boards of the two fiercely competitive companies decided to organize a rowing match to challenge each other's organisational and sporting abilities. The first company was strongly 'theory X': ruthless, autocratic, zero staff empowerment, etc. The second company was more 'theory y': a culture of developing people, devolved responsibility and decision-making.

Race day arrived. The Y company's boat appeared from the boat-house first, with its crew: eight rowers and a helmsman (the cox). Next followed the X company boat and its crew - eight helmsmen and a single rower.

Not surprisingly the Y company's boat won an easy victory.

The next day the X company board of directors held an inquest with the crew, to review what had been learned from the embarrassing defeat, which might be of benefit to the organization as a whole, and any future re-match.

After a long and wearing meeting the X company board finally came came to their decision. They concluded that the rower should be replaced immediately because clearly he had not listened well enough to the instructions he'd been given.