[The Perfection Game] is gradually becoming widely known and used as a standard for critical feedback in all areas of corporate and creative life. People teach it in universities and grade schools, seminars, etc., etc. It is often used for employee reviews.
If you google "The Perfection Game" in quotes you may well come up with a few posts of interest.
One customer recently remarked that he believed that the repeated and widespread use of The Perfection Game would eventually solve all the world's problems.
The Perfection Game effectively aggregates value.

The Core Commitments and The Core Protocols are a collection of codified best practices that came out of our teamwork laboratory, called BootCamp, compiled over a ten year period, and now in Version 3. See bio, below, for links. The story of their evolution is of interest because a) they actually work, and this is because of their mode of genesis and b) it makes a good story, and c) in future posts here, we will include and discuss them.

We and our students make art in our BootCamps, and what evolved from that work over time is that I would give what I called an art lesson. In order to do that, a certain teaching was required, not really about art but about the structure of identity and the structure of the unconscious. I was encouraging people to just splash paint on canvas directly from their unconscious, and I wanted to explain why that was a meaningful activity; how we could get to know them better; how we could see things about them; how they could see things about themselves; how they could resolve things, even, by doing that simple act. But to gain the maximal benefit it required that the students pretend that there was a certain architecture to human life that they may not have considered before.

The lumber tax is a cost you incur whenever you do business with men. Men achieve more-and with less friction-when there is a clear hierarchy among them, when their accomplishments are celebrated, and when the perquisites of rank, perceived power, and compliments flow in their direction.

A Shift in How You See Your Boss

If you expect any of the following, you are in luck:
* To be given clear direction
* To have a more comprehensive benefits package
* More executive vision
* To be fully informed
* To be accepted for who you are
* To have clearly articulated ethical guidelines
* To be told what is needed from you
* To have more crisply defined roles and responsibilities
* To have effective conflict resolution
* To have your opinions appreciated
* To have your feedback consistently considered

You are lucky because by making one simple shift in how you see yourself in relationship to your bosses, you can forego all of the above, and without the disappointment you may currently be experiencing. It is disappointing, after all, to seek the unattainable, to long for what cannot be and to have an insatiable appetite for support from authority figures. You are never going to have these expectations met, and they are not the things a mature businessperson wants, anyway. As a consequence, your career has tremendous upside-newly available-right this moment.

Many problems at work can be solved with one simple idea: Your boss is your best, most important customer. A huge percentage of the chaos created when working on any team in any institution stems from the broken parts of the relationships between those of higher and lower status in the organization.

A perfect boss doesn't take care of those who work for him. He is much more effective than that. Some bosses act on the impulse to play the parent to subordinates. They cannot resist the temptation to respond to childishness with "parentness." When the perfect boss encounters immature behaviors among his subordinates - behavior that simply begs for a parent's touch from his boss's hand - he just will not give in. He understands a simple, sad truth: a parent's touch will forever stay missing if it was missing when it was originally needed. A boss's touch won't help.