The Management Myth - Magazine - The Atlantic - 0 views
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“What actually happened,” he wrote, “was that six individuals became a team and the team gave itself wholeheartedly and spontaneously to cooperation … They felt themselves to be participating, freely and without afterthought, and were happy in the knowledge that they were working without coercion.” The lessons Mayo drew from the experiment are in fact indistinguishable from those championed by the gurus of the nineties: vertical hierarchies based on concepts of rationality an
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Sahana Chattopadhyay on 31 Aug 10This is similar to one of Gawande's findings in The Checklist Manifesto. Bringing people together, enabling communication and thus a feeling of being a team is one of the best ways to foster innovation, reduce stress and thus errors, address complexity, and create great work.
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What they don’t seem to teach you in business school is that “the five forces” and “the seven Cs” and every other generic framework for problem solving are heuristics: they can lead you to solutions, but they cannot make you think.
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M.B.A.s have taken obfuscatory jargon—otherwise known as bullshit—to a level that would have made even the Scholastics blanch.
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