Organizations, like people, get stuck! They get ensnared in routines and processes, and they fall back into old habits. This is the dangerous period of inertia, the period that precedes failure, when organizations show signs of sluggishness.In Transforming the Clunky Organization Samuel B. Bacharach specifies why organizations fall into...
Organizations, like people, get stuck! They get ensnared in routines and processes, and they fall back into old habits. This is the dangerous period of inertia, the period that precedes failure, when organizations show signs of sluggishness.In Transforming the Clunky Organization Samuel B. Bacharach specifies why organizations fall into...
1. THE CHALLENGE OF INERTIA Sluggish Organizations: Clunky and Myopic The Inertia of the Clunky Tendency Sprawling Expansion The Inertia of the Myopic Tendency The Blinder Traps Reaching Potential: Leading for Discovery and Delivery Robust Discovery Contextual Competence: Leaders as Explorers Ideational Competence: Leaders as Innovators Focused Delivery Political Competence: Leaders as Campaigners Managerial Competence: Leaders as Sustainers 2. LEADING FOR ROBUST DISCOVERY Explore the Context Scan for Information Read Weak and Strong Signals Partner for Direction and Execution Facilitate Ideation Structure Information Flow Frame the Challenge Lead for Ideation Maintain Hot Group Culture 3. LEADING FOR FOCUSED DELIVER Campaign for Support Create a Coalition Mind-Set Anticipate Where Stakeholders Are Coming From Overcome Resistance Sustain Momentum Monitor for Tight and Loose Execution Maintain Commitment and Direction CONCLUSION: PRAGMATIC LEADERSHIP AND THE COUCH-POTATO ORGANIZATION
1. THE CHALLENGE OF INERTIA Sluggish Organizations: Clunky and Myopic The Inertia of the Clunky Tendency Sprawling Expansion The Inertia of the Myopic Tendency The Blinder Traps Reaching Potential: Leading for Discovery and Delivery Robust Discovery Contextual Competence: Leaders as Explorers Ideational Competence: Leaders as Innovators Focused Delivery Political Competence: Leaders as Campaigners Managerial Competence: Leaders as Sustainers 2. LEADING FOR ROBUST DISCOVERY Explore the Context Scan for Information Read Weak and Strong Signals Partner for Direction and Execution Facilitate Ideation Structure Information Flow Frame the Challenge Lead for Ideation Maintain Hot Group Culture 3. LEADING FOR FOCUSED DELIVER Campaign for Support Create a Coalition Mind-Set Anticipate Where Stakeholders Are Coming From Overcome Resistance Sustain Momentum Monitor for Tight and Loose Execution Maintain Commitment and Direction CONCLUSION: PRAGMATIC LEADERSHIP AND THE COUCH-POTATO ORGANIZATION
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