Iscussion 2: Shared Practice: Velocity, Part 3

Discussion 2: Shared Practice: Velocity, Part 3

In this final week of reading and reflecting on Velocity, you will learn the outcomes for the companies and managers whose stories are told in the book. Consider how management challenges were often misunderstood because some managers could not see beyond their own paradigms. Consider how some of the most effective actions focused on the system rather than the immediate, local issue.

This week, the Shared Practice focuses on the final section of Velocity, Part 3, assigned in this weekas readings. This section concludes the sequence of critical thinking activities and discussions of the book. Also review the Coins and Dice Game: Balanced Line and Coins and Dice Game: Unbalanced Line media programs.

To prepare for this Shared Practice, select one of the following options, based on the two course level outcomes below, which you will use to frame and analyze this weekas reading assignment in Velocity:

Compare and contrast major approaches to managing and improving organizational performance.


Demonstrate collaboration and perspective sharing among stakeholders to reach consensus on the desired state of the system.

Then, from Part 3 of your Velocity readings,research and select three short passages that contain essential concepts pertaining to management that you found to be compelling. Analyze them using the Course Outcomes you selected as a framework.

For this Shared Practice, write a 3to 4-paragraph essay. Identify the Course Outcome you selected and the passages from Part 3 of Velocity.

Explain why each passage you chose is relevant and important in effective business management. Justify your response and include citations for each passage.

As you move on to next week, reflect on this statement, a?If I had only known this, back whena¦a?


Jacob, D., Bergland, S., & Cox, J. (2010). Velocity: Combining Lean, Six Sigma, and the theory of constraints to achieve breakthrough performance. New York, NY: Free Press.

Read pages 195a end (This will be referred to as Part 3 of your Velocity readings.)

In Part 3, the characters determine specific problems their company faces. They use the strategies of Lean, Six Sigma, and the theory of constraints to address their problems and to demonstrate a mastery of the ideas discussed throughout the book.

Corbett, T. (2006). Three-questions accounting. Strategic Finance, 87(10), 48a 55.
Retrieved from the Walden Library databases.

The author explains how the theory of constraints can be integrated into management accounting using an approach called throughput accounting. The author addresses criticisms of throughput accounting, arguing that many of these criticisms stem from misunderstandings and misinterpretations of the approach.

Pisano, G. P., Rennella, M., & Huckman, R. (2010). Wyeth Pharmaceuticals: Spurring scientific creativity with metrics [Case study]. HBS Case 9-607-008. Boston, MA: Harvard Business School. Retrieved from 0aa912314ac1cc9ad193017f21ba9df4