Dominoes are small flat blocks used in gaming. They come in many different shapes, sizes, and materials but are most commonly made of wood or bone. They can also be made out of plastic, ceramic clay, or frosted glass.
In the United States, dominoes are most often seen at family gatherings and in coffee shops. There are several versions of the game, including Chinese, European, and American dominoes. The Chinese version, called pupai, has a 32-piece set that differs from the 28-piece sets found in the West.
The Chinese game is played on a tabletop with a pair of players each picking 12 tiles from the set at a time. The other players then take turns laying down tiles that they think will match the ones already laid down.
One of the most fascinating aspects of dominos is their ability to create a chain reaction. This happens because of a process that physics calls the “domino effect,” where one domino knocks over another.
Physicist Lorne Whitehead first introduced the idea of domino “chain reactions” in 1983. He demonstrated how, as a domino falls, some of its potential energy (or stored energy based on its position) converts to kinetic energy and is transmitted to the next domino.
This energy then causes the domino to fall even more quickly than it would otherwise, causing a chain reaction that can knock over other dominoes in the same position. This process can be repeated, and a domino can grow exponentially in size as it becomes knocked over.
In a 2008 article in the Harvard Business Review, Patrick Doyle, the then president of Domino’s USA, wrote about his company’s decision to address the main customer complaint about its pizza – a high turnover rate among its employees. By listening to what customers had to say and addressing those complaints directly, Doyle was able to turn things around in a short amount of time.
He then introduced a new line of communication with employees and promoted a culture of accountability. This included a relaxed dress code, new leadership training programs, and college recruiting systems.
Doyle’s emphasis on listening to his employees and addressing their concerns directly helped the company get back on its feet in a short amount of time, and he was named Detroit Free Press Top Workplaces CEO after just a few years.
While these changes were significant, it was clear that the company’s leaders knew they needed to do more. This meant taking a hard look at its longstanding traditions and trying to change them if they were going to be sustainable in the future.
The company’s leadership was determined to make a lasting change, which they accomplished by embracing the concept of “listening” and using it as a guide for every aspect of their business. By incorporating the values of this concept into their business, they were able to improve employee satisfaction, increase retention rates, and help the company achieve its long-term goals.