ABSTRACT
When an automobile is “out of alignment” its tires will wear unevenly, it will persistently wander off its intended path, and it will consume more energy and produce more waste than it will when perfectly aligned. In other words, its parts and processes will work at cross-purposes and its operator will engage in non-value-added activities that prevent them from pursuing ideal ones in ideal ways. Should we then expect that something as inherently more complex as an organization should perform any better when it is misaligned?
