Biblio
Printer-friendly version
] Filters: First Letter Of Last Name is R [Clear All Filters]
(1999). Breakthrough Inc. : High Growth Strategies for Entreneurial Organizations.
"Conversation is the most powerful peacetime business and organizational tool ever devised....While others stress the word communication, to us the word conversation is the better approach for two reasons. First, communication, as the word is normally used in everyday life, is usually one-sided. Second, conversation implies an exchange of views, or as Julio Olalla says, 'a changing together'. Third, communication focuses on the act of getting an already designed and known message out, while conversation implies two or more people jointly seeking some knowledge, truth, or strategy that they individually have not figured out entirely." (p. 153)
(1999). Only the Pronoid Survive.
"[Helena Cronin's] version of Darwinism shows that altruism and generosity create more rewards than their opposites do. She introduced the CEOs to the flip side of paranoia: "pronoia"—the idea that everyone is not out to get you, but that they are out to love you, or at least to appreciate you, if you reciprocate. According to the new Darwinism, only the pronoid survive—in fact, only the pronoid endure and flourish."
(1998). Disconnected: How Six People from AT&T Discovered the New Meaning of Work in a Downsized Corporate America.
"Surely the old social contract, that basic exchange of loyalty for security, has been destroyed....
Some business theorists envision a new workplace that will accomodate both organizational flexibility and individual fulfillment. In their hopeful vision, companies will offer opportunities; employees will provide labor and talent. Workers will shuttle between projects and employers while organizations add and subtract staffers in a seamless ebb and flow.
Can we allow ourselves any such optimism? If the experiences of these six people are any indication, this process will be messy, and the concomitant dislocation severe. 'I must manage my own career' is indeed the brave new rallying cry of today's company man, but it must be tempered by one basic fact: Power, as ever, resides with the organization." (p. 200)
Some business theorists envision a new workplace that will accomodate both organizational flexibility and individual fulfillment. In their hopeful vision, companies will offer opportunities; employees will provide labor and talent. Workers will shuttle between projects and employers while organizations add and subtract staffers in a seamless ebb and flow.
Can we allow ourselves any such optimism? If the experiences of these six people are any indication, this process will be messy, and the concomitant dislocation severe. 'I must manage my own career' is indeed the brave new rallying cry of today's company man, but it must be tempered by one basic fact: Power, as ever, resides with the organization." (p. 200)
(2008). Dojo: The Definitive Guide.
(1996). Working with Problems of Narcissism in Entrepreneurial Organizations.
"Already weakened by environmental forces not facilitative of psychological development, and further constrained by widespread idealization of narcissistic relating as a kind of counterphobic social defense, workers and managers in entrepreneurial organizations, and entrepreneurs and their organizations themselves, seem almost dragged by inertia into object-delinked modes of work. How to generate creativity and productive developmental momentum out of such frightening chaos is the task."
(1991). Driving Fear Out of the Workplace: How to Overcome the Invisible Barriers to Quality, Productivity, and Innovation.
"W. Edwards Deming tells those who attend his seminars, 'We are here to make another kind of world.' He expresses the broad scope of the goal, and its enormity....
To achieve another kind of world requires a deep understanding of where we are now. The awareness of fear can help us move to this point. In the same way that many organizations have had to face harsh news about waste, scrap, and rework within their production processes, there is also harsh news about fear in human interactions in the workplace. But once past the denial that is so common, the real possibilities begin to emerge. When managers accept the role of facilitator, coach, and consultant, a dramatic shift takes place. Traditional notions of controlling and telling give way to inviting and guiding. Commitment switches to the long term—to the development of quality products and services, to long-lasting, mutually satisfying relationships with customers, vendors, and employees." (p. 240)
To achieve another kind of world requires a deep understanding of where we are now. The awareness of fear can help us move to this point. In the same way that many organizations have had to face harsh news about waste, scrap, and rework within their production processes, there is also harsh news about fear in human interactions in the workplace. But once past the denial that is so common, the real possibilities begin to emerge. When managers accept the role of facilitator, coach, and consultant, a dramatic shift takes place. Traditional notions of controlling and telling give way to inviting and guiding. Commitment switches to the long term—to the development of quality products and services, to long-lasting, mutually satisfying relationships with customers, vendors, and employees." (p. 240)
- « first
- ‹ previous
- 1
- 2
- 3
(C)2014 CC-BY-NC 3.0, workcreatively.org