The financial and human resources needed to fulfill the mission of any initiative - be it one that pertains to customer experience or to some other area of the organization - are always in short supply. Even if they aren't, the problems of time and attention still remain. For example, just because you have the money to do something doesn't mean you have the time or the organizational "bandwidth" to do it. Attempting to juggle multiple initiatives - even just a few - significantly affects employees throughout the organization.
- Roy Barnes and Bob Kelleher, Customer Experience for Dummies
Requiring others to define relative words is just as important as asking them to explain specific pieces of jargon. Relative words are nonspecific, descriptive words that only have meaning in relation to something else.
-Michael C. Donaldson, Negotiating for Dummies
Let's say you work as a manager in a software development firm where dozens of software engineers write mountains of code every week. The products are so complex that the overall design is divided among several teams. After years of your employees bringing in projects late or riddled with bugs, you discover that the key to consistent high-quality performance is getting them to practice two vital behaviors: (1) admit when they have problems, and (2) immediately speak up when they won't meet a deadline. When your software designers do these two things consistently, products get completed correctly and on time. When they don't, they don't.