By Chris Turner
Have you ever heard "Let's get each person at the similar web page" only one time too many? was once your most modern administration education direction simply one other plateful of warmed-over dogma? Then it is time to begin kicking up a few airborne dirt and dust and creating a distinction. In All Hat and No farm animals, maverick advisor Chris Turner indicates you ways to do exactly that. With a hefty dose of Texas humor, and with knowledge won from adventure at the entrance traces, she exposes a lot of what passes for administration knowledge as baloney and gives clean methods of brooding about agencies and the folks who deliver them to lifestyles.
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Additional info for All Hat and No Cattle: Tales of a Corporate Outlaw
The change strategy team supported these efforts, but XBSers took the initiative for making things happen, for disturbing the system—and they funded it, too. When people recognize organizations as natural systems and quit trying to control every variable, incredible things happen. New thinking and new ways of doing take root naturally. In an invitational atmosphere, people seize new ideas, own them, and make them better. In the midst of supporting these large events, we decided to throw a party of our own.
There was a lot of milling around, reunions of old friends, and making new acquaintances. Titles were left at the door; people got to know each other as individuals. The first morning, the twenty counselors, my colleagues, and I spoke about our hopes and dreams for camp. I talked briefly about the change strategy and the notion that an organization is a system that changes through disturbances. I encouraged participants to become agitators. Of course, the campers quickly latched onto the notion and dubbed themselves "raindrops" who were going to create ripples in the XBS pond.
We became aware of just how much of the real work gets done through these communities and the vital role they play in communication and learning. In bureaucracies, most innovative ideas are born within communities of practice—far outside the formal structure, The concept of communities of practice is sometimes dangerous—especially in organizations hot for the latest management fad. " Here's the deal: If you form them, then they are not communities of practice. On the Change Team, we were mindful of communities of practice as we disturbed the system with various communication pieces and learning experiences.