The Clock Builder: Are you a time teller or a clock builder? Up to this point we have discussed the importance of breeding a management philosophy that enables organizations to evolve. Yet, we have only briefly mentioned the Organizational Brain, which is the backbone of CTM.


As a manager, business owner or parent, imagine if every time you repeated yourself with regards to solving a problem you received a dollar. How many times a week do you end up solving the same problem over and over? Or how many times do you have to retrain an employee, or train a new employee and wish you had a twin to do the job so that you could actually work on issues that generated revenue? Do you have a person in your organization that when just about any problem arises says, "I dont know, go ask Sherry, she's been here 20 years, if she can't fix it, no one can."? What if Sherry leaves? Your organization simply loses 20 years worth of problem solving data in a matter of 24 hours. It would be similar to having a computer crash without any back up. Not only are you dependent on this one employee, but there is no method in place to duplicate what Sherry knows.


Imagine if everyone in the company knew what Sherry knew, and if they did not, they could simply find it within a matter of minutes. Furthermore, if they could not find it, and they generated a solution, within seconds, the information became available to any employee that required it.


One of the best ways to make sure business evolves is by duplicating the information learned from previous situations and making it available to future generations. Just as you would educate a child, you need to educate your human capital. However, if your human capital is rewarded for seeking answers in a solution library, they will not only educate themselves, they will contribute to the organizational brain for future generations of human capital.


As a matter of fact it fulfills one of their human needs, which is contribution. Why would an employee share this information? Because contribution is one of the six human needs, and if they have a chance to contribute, and most importantly get compensated for it, if they chose not to do it, someone else will. Sooner or later you will have employees looking everywhere under the sun for solutions to the daily problems they encounter, all to fulfill the OLC (Opportunity Life Cycle) of the organization. Eventually as business grows, so will its collective brain to the point that your human capital will begin to act similar to the cells of a human brain, in that they will seek a more efficient way of solving problems that have already been solved by prior generations of human capital. Compensating individuals for the growth of the Organizational Brain, will motivate individuals who are closer to understanding their tasks than any other person in the company to find a more efficient way of performing their duties.



Understanding Human Capital
Understanding what motivates humans to do what they do on a consistent basis, may sound as though it has nothing to do in the workplace. But, unless your business is completely automated without the use of humans, understanding how humans are “wired” is just as important as understanding how your business is “wired”. 



It would then make sense that the more a job satisfies the needs of the employee, the more productive the employee will be. Yet, CTM takes management to the next level by not only providing the human needs of the employee, but, most importantly, providing an opportunity for humans to satisfy their subconscious needs through work. This causes them to associate doing work with a much more positive level of thinking.


According to BF Skinner, a human behaviorist physiologist, and Maslows Hierarchy of Human Needs, once a human being has food and shelter, they will seek the following six psychological needs on a rotating continual basis. 


These needs are:

1.     Certainty/Comfort

2.     Uncertainty/ Variety

3.     Significance

4.     Connection/Love

5.     Growth

6.     Contribution

How does CTM satisfy each one of these needs?


Certainty-CTM provides certainty by following the rules of the OLC, and displaying the requirements for reaching the goal of each OLC. It also provides certainty based on the individual knowing that each and every task they do will be accounted for in the way of compensation. For example, their work or “contribution” does not go unnoticed.


Variety-Instead of being stuck each and every day at the same spot on the assembly line doing the same job over and over, CTM suggests when cross training employees you add to the core beliefs of the company that variety is key to the individual and it provides security to the OLC based on the fact that anyone within the organization can complete any task at any time.


Significance -This is by far the most important of all the traits next to connection. As humans, we need a tremendous amount of recognition for our efforts. We need a bonus when we do not expect one, or a pat on the back, or even understanding when we screw up. CTM allows the individual to feel a part of something. But, more importantly, CTM accurately identifies the level of significance an individual should be rewarded with based on his or her contribution.


Connection-By completing any of the CTs within the OLC, they can feel a sense of connection not only to the end product, but also to the other people with whom they communicated and worked with in order to complete the product.


Growth-Based on the ability to not only solve and complete tasks’ but solve several different kinds of them, CTM provides the individual with an opportunity to grow based on abilities, which are accounted for, one by one, each and every day.


Contribution-CTM is based on the contributions, not only by one person, but several. Each day is filled with opportunities to contribute for the good of the whole, with direct compensation. Creating and adding solutions to the Solution Library is one way employees contribute and not only grow, but also become connected to an organization which they helped build. While all of this may help to explain how the individuals and CTM coexist, it is still only half of the equation. Since labor and management have always been adversarial, CTM eliminates this by removing these barriers and making each part of the group responsible for themselves through a "virtual manager ".


As stated earlier "these situations are economical, social, biological, and philosophical in nature" and we must have something to record the effectiveness of each one. With CTM you can begin finding solutions to making subjective situations like employees values objective.