This link has been bookmarked by 11 people . It was first bookmarked on 31 Jul 2006, by Kevin Wen.
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25 Dec 04
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When organizations fail, our first reaction is typically to fall into "control mode": One person, or at most a small, coherent group of people, should decide what the current goals of the organization are, and everyone else should then efficiently and effectively execute those goals. Intuitively, control mode sounds like nothing so much as common sense. ... But when a failure is one of imagination, creativity, or coordination—all major shortcomings of the various intelligence branches in recent years—introducing additional control, whether by tightening protocols or adding new layers of oversight, can serve only to make the problem worse. ... Once again, the secret to their success was not so much that any individual had anticipated the need to build up emergency problem-solving capacities or was able to design and implement these capacities in response to the particular disaster that struck. Rather, the collective ability of firms and individuals alike to react quickly and flexibly was a result of unintentional capabilities, based on informal and often accidental networks that they had developed over years of socializing together and collaborating on unrelated and routine—even trivial—problems. When talking about their recovery efforts, manager after manager referred, often with puzzlement and no small sense of wonder, to the importance of informal relationships and the personal knowledge and understanding that these relationships had engendered.
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When organizations fail, our first reaction is typically to fall into "control mode": One person, or at most a small, coherent group of people, should decide what the current goals of the organization are, and everyone else should then efficiently and effectively execute those goals. Intuitively, control mode sounds like nothing so much as common sense. ... But when a failure is one of imagination, creativity, or coordination—all major shortcomings of the various intelligence branches in recent years—introducing additional control, whether by tightening protocols or adding new layers of oversight, can serve only to make the problem worse. ... Once again, the secret to their success was not so much that any individual had anticipated the need to build up emergency problem-solving capacities or was able to design and implement these capacities in response to the particular disaster that struck. Rather, the collective ability of firms and individuals alike to react quickly and flexibly was a result of unintentional capabilities, based on informal and often accidental networks that they had developed over years of socializing together and collaborating on unrelated and routine—even trivial—problems. When talking about their recovery efforts, manager after manager referred, often with puzzlement and no small sense of wonder, to the importance of informal relationships and the personal knowledge and understanding that these relationships had engendered.
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06 Sep 04
Martin KearnsWhen organizations fail, our first reaction is typically to fall into "control mode": One person, or at most a small, coherent group of people, should decide what the current goals of the organization are, and everyone else should then efficiently and eff
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23 Aug 04
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06 Aug 04
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