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Cultivate the Creative Class Within Your Companies… or Else - WSJ @ World Business Forum - WSJ
this is really bad video full of drivel. No wonder corporate america is so ghastly.
Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting — HBS Working Knowledge
I think they got it wrong about goals. It's not setting goals that's
the problem, it's what level you set them at - if it's systemic, i.e.
organisational goals imposed top down on individuals with only
rudimentary or wrong understanding of their motivations then you get what the authors' of the paper are seeing. If you however let the goals set at the level of the individual and let them emerge to the systemic i.e. organisational or collective level, then you get purpose and aligned motivations, which is what moves the earth. :)
But still, interesting nevertheless and another reminder that most of the management theory and practice doesn't see the blindingly obvious - which is the individual. It's all very industrial era approach and until organisations (businesses and other institutions) get rid of that hangover, we wont see much improvement of 'management' and the way human beings are treated by systems in general. Death to hierarchy, long live... well, network? Something else? :)
A Networked World: Management is for compliance, not innovation of creativity
absolutely spot on! amen and all that.
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The biggest problem with business these days, especially big business, and with Government, is that it has been captured by the managerial class and they KNOW this stuff already. But like every ruling class in history, they cannot afford to admit the problem because that involves their own career and livelihood being cancelled.
The only process by which management is finally unseated is the failure of the company.
BTW, Dan talks about the candle problem but he hints at something even more difficult; the problems that we face now are so complex that we cannot even define them properly. Even the big, apparently simple ones like peak oil can't adequately be described at any scale in which most people can take action.
You can tell that because, for most people, especially decision-makers, the problem itself is invisible, it is outside the scale of their competence and all their training comes down to, "if it can't be measured, it can't be managed" because management can do only those things that are susceptible of management. Because they have captured the organisation, only management can occur.
And around we go in the drain.
Old Media, New Media and Where the Rubber Meets the Road - O'Reilly Radar
that's about right, i think stronger language would have been appropriate but Jeff Jarvis already has been doing that. :)
Ping - The Digital Age Is Stamping Out Serendipity - NYTimes.com
this is one of those articles that hark back to 'better times'. Nostalgic would be a kind way of putting it, utter bollox captures its essence far better. on the one hand it bemoans that there is too much information, on the other any attempts to help us filter and manage it are killing serendipity. Make up your bloody mind! Argh
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Ah, the techies say, no worries. We have Facebook and Twitter, spewing a stream of suggestions about what to read, hear, see and do. We come to depend on it to lead us to the funny article on TheOnion.com or the roving food cart serving goat curry. It’s useful.
But that isn’t serendipity. It’s really group-think. Everything we need to know comes filtered and vetted. We are discovering what everyone else is learning, and usually from people we have selected because they share our tastes. It won’t deliver that magic moment of discovery that we imagine occurred when Elvis Presley first heard the blues, or when Michael Jackson followed Fred Astaire’s white spats across the dance floor.
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And there is just too much information. We can have thousands of people sending us suggestions each day — some useful, some not. We have to read them, sort them and act upon them.
As we pay for them with our time, the human need for surprise presents an opportunity for new businesses.
Maker's Schedule, Manager's Schedule
this is brilliant and so helpful in explaining my current dilemmas in arranging my days and craving what amounts to withdrawal from the usual scene. In fact, it's wanting to switch from manager's schedule to maker's schedule - really makes sense. hopefully it'll be come easier now.
MySelfHelp.com Online Self Help Programs for Depression, Eating Disorders, Stress, and Mental Health
three areas of patient managed healthcare - data (monitoring, tracking, capturing, managing, displaying even analysing) - most effective at patient level and should be under patient's control; psychological aspect and support (encouragement, boost, persis
Inside every chief exec, there's a Soviet planner | Business | The Observer
"With exquisite irony, while central planning had been largely discredited at macroeconomic level, at microeconomic level it remained alive and kicking - in their own organisations." Agree with the article from this point onward, before that it's just the
Three Ways to Beat Burnout - Christopher Gergen and Gregg Vanourek
scarily relevant and spot on article.
Bob Sutton: Dr. Giuliano's Ten Commandments for Minimizing Medical Errors
wonderful post and worth following those tips.
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