How about both? Rob over at Business Pundit is hyping the art of the tweak. Here´s a piece of what he has to say:
Nonlinearity means that a small change could have a large impact, and vice versa. That leads me to wonder, why are we so concerned with massive change if it might not be needed? When things aren’t going right, companies often have reorganizations, layoffs, etc., and I’m not sure that is always necessary. Why don’t they try to tweak the current system first? Perhaps a few small changes can set the stage for big gains.
I agree that small changes can lead to big outcomes, even breakthroughs. But for this to happen, although our changes might be small, our minds should be tuned for big things to happen.
For managers, I think this is particularly true. Align your beliefs — your personal mindset — to an amazing notion of what´s possible. If you do this, even some of your smallest actions will take on meaning and have a greater effect. For example, in High Impact Middle Management, I suggest the following set of beliefs:
Middle managers are expected to be accountable and take ownership. (Translation: I am expected to be accountable and take ownership.)
Middle Managers are expected to make a positive contribution to the business. (Translation: I am expected to make a positive contribution to the business — not just maintain stuff.)
Middle managers should be outstanding role models because they influence the culture and tone of the business. (Translation — I need to role model excellence, period.)
Middle managers need to get results. (Translation — I need to produce results!)
Management is a social as well as business function. (Translation — Management occurs in conversation, so to manage well, I need to dialogue well.)
Flexible and nimble teams are more successful. (Translation — I need to ensure that my team is in the loop, primed, and ready to respond to changes.
Being a middle manager is a key role. (Translation — I have an important job to do.)
Success means delivering results and managing people for optimal productivity and satisfaction. (Translation — I need to create an environment where people can and will choose to do their best work.)
Good managers are responsive to others´ ideas and concerns. (Translation — I can only be successful when I am highly coachable and responsive — I don´t have all, or even most, of the answers!)
Aligning your beliefs for success is a small adjustment (in terms of time, effort, and resources) that makes a big difference. And when your beliefs are tuned for success, other transactional changes do not cause as much chaos, because you and your team will be grounded and focused on what´s most important.