Margaret J. Wheatley: Goodbye, Command and Control - 0 views
www.margaretwheatley.com/...goodbyecommand.html
margaret wheatley administration education leadership management leader jhuiste vision
shared by Brendan Murphy on 03 Aug 10
- Cached
-
We sought prediction and control, and also charged leaders with providing everything that was absent from the machine: vision, inspiration, intelligence, and courage
-
productivity gains in truly self-managed work environments are at minimum thirty-five percent higher than in traditionally managed organizations
-
There is both a need to have more autonomy in one’s work, and strong evidence that such participation leads to the effectiveness and productivity we crave.
- ...17 more annotations...
-
We never effectively control people with these systems, but we certainly stop a lot of good work from getting done.
-
Whenever we look at organizations as machines and deny the great self-organizing capacity in our midst, we, as leaders, attempt to change these systems from the outside in
-
Most of us know that as people drive to work they're wondering how they can get something done for the organization despite the organization
-
They are tinkering in their local environments, based on their intimate experience with conditions there and their tinkering shows up as effective innovation
-
If people are clear about the purpose and true values of their organization, their individual tinkering will result in system wide coherence.
-
People develop new levels of trust for one another that show up as more cooperation and more forgiveness
-
But you can't direct people into perfection; you can only engage them enough so that they want to do perfect work.
-
Ultimately, we have to rely not on the procedure manuals, but on people’s brains and their commitment to doing the right thing.
-
Commitment and loyalty are essential in human relationships. So how can we pretend we don't need them at work?