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Demand Driven Performance by Chad Smith, Debra Smith

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CHAPTER 3
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Becoming Demand Driven
The key to resolving the types of conflicts seen in Chapter 2 lies in the ability to clearly identify and verbalize the underlying assumptions and the rules behind each particular side of those conflicts. Why do people assume that a certain mode of operation is the most expedient way to get to that particular prerequisite need? Is it a belief ? Is it a formal metric? Is it an informal metric? Does the assumption, belief, or metric fit the circumstances of the environment or does it indicate a need to re-examine our operating model?
Perhaps the easiest way to resolve or, at the worst, minimize the types of conflicts ...

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