Beyond Management Taking Charge at Work by Mark Addleson 1 docx
Beyond Management Taking Charge at Work by Mark Addleson_1 docx
... andpracticing management you don’t know what you don’t know about work or organizing it.Going “inside” work Looking at work through a management lens today, what you see arethe six Ds: documentation, data, ... belief that management will see to it that everything gets done properly. The otherGetting into work 17 the same ones at different times, in a room the size of a football field thatis separated ... in the work. With factory- work, the difference isn’t that significant. You can get a good sense of whatpeople are doing by watching them, which is what supervisors do. Withknowledge -work, however,...
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Beyond Management Taking Charge at Work by Mark Addleson_2 docx
... conversation.Each conversation generates its own possibilities for action. Opportu-nities that weren’t there are created by the conversation, in the con-versation, with each conversation generating ... brainstorming, and strategizing.The heart and structure of project work is networks of conversations.34 Beyond Management Here is a paradox for me: we have all the pieces that management experts ... thisis what I want to know about. Every interaction in every connection isa working relationship that influences how people work together, whatthey do, and what they accomplish. These are what I...
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Beyond Management Taking Charge at Work by Mark Addleson_3 ppt
... up schedules of classes, and devise exercises68 Beyond Management Mgr 21 Mgr 11 Mgr 12 Mgr 13 Mgr 14 Mgr 15 Mgr 45Mgr 44Mgr 43Mgr 42Mgr 41 Mgr 22Mgr 23Mgr 24Professional groupsGeneral ... 6Knowledge -work in close-upWhat is knowledge -work? It may be one of the great paradoxes of work life that we spend so muchtime at work but have so little to say about the nature of work. In businessbooks, ... to go66 Beyond Management Figure 6 .1 Two pictures of factory -work, ca. 19 30Source: “Behind the Scenes in the Machine Age,” 19 31, a film produced by the Women’s Bureau of the UnitedStates Department...
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Beyond Management Taking Charge at Work by Mark Addleson_4 pot
... and what they can do. Then, the sense of whatthey’ll do—their work emerges, bit by bit, conversation by conversation.Usually, as this happens, a network grows along with their conversations.“I’ll ... the corporate culture,which he calls, memorably, a “giant Hairball.” 11 Hallmark is certainly not an isolated hairball. “Corporate culture”is a nicely alliterative term for standard management ... groups–they work with. But,which others? Is it management, meaning everyone who is a manager, oris it specific managers? Has the strategic reorg, initiated by management, created a series of interrelated...
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Beyond Management Taking Charge at Work by Mark Addleson_5 docx
... investigated the attacks on the WorldTrade Center and the Pentagon that took place in September 20 01 foundthat security and intelligence organizations (of which there are a great 11 4 Beyond Management matter ... alsodesirable? 12 5 11 0 Beyond Management requires a change in values, beliefs, or behavior.” Add “relationships”and you have a neat summary of why the work of organizing is seldomstraightforward.22The work ... care about one another. 11 2 Beyond Management The Achilles heel of restructuring, reengineering, and, indeed, all strategicinitiatives is that, under “old” management, work is without its heart—talkand...
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Beyond Management Taking Charge at Work by Mark Addleson_9 ppt
... person-to-person, relationship -by- relationship. For the sakeof good work, for our humanity, and, perhaps, for the future of humanitythis matters a great deal. 210 Beyond Management for exact benchmarks of ... circumstances, tied to attitudes, values, andideals. For example, what doctors can do and what their patients and theGood work wanted 215 played out below, with all that power concentrated at the top, ... good work, acknowledging their col-lective effort, which shows you care about what they do, strengthens work relationships, contributes to better collaboration, and encourages everyone 19 8 19 6Beyond...
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Beyond Management Taking Charge at Work by Mark Addleson_11 ppt
... ‘Virtual Fence’ After $1 BillionIs Spent,” New York Times, January 14 , 2 011 (www.nytimes.com/2 011 / 01/ 15/us/politics /15 fence.html). 16 . On the nature of derivatives see Cris Sholto Heaton’s prophetic ... Knowl-edge Management, ” Journal of Knowledge Management 15 , no. 2 (2 011 ): 17 5–97.Both authors refer to the leading role that management consultants played in the emer-gence of knowledge management, ... Taylor’s work at theWatertown Arsenal, writing about the disenchantment with his methods. See HughG. J. Aitken, Scientific Management in Action: Taylorism at Watertown Arsenal, 19 08 19 15 (Princeton,...
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Beyond Management Taking Charge at Work_1 docx
... technical work 938 .1 Work practices 10 19 .1 The waterfall model 11 5 11 .1 Letting go! 13 9 11 .2 A delicate balance 14 7 12 .1 Three domains of conversation: a framework fororganizing 15 5 15 .1 A pyramid-maze ... accountability 15 2Aligning 15 2Three domains of conversations 15 3Illustrating the framework 15 5What to do with the framework 15 6Missing conversations 15 7Conversations for openness 15 9Conversations ... pyramid-maze puzzle 206x Beyond Management Taking Charge at Work Mark Addleson viiiContentsRelationships and accountability 14 0Talking the talk 14 2Cultivating a new narrative is tough 14 4New language...
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Beyond Management Taking Charge at Work_2 doc
... andpracticing management you don’t know what you don’t know about work or organizing it.Going “inside” work Looking at work through a management lens today, what you see arethe six Ds: documentation, data, ... in the work. With factory- work, the difference isn’t that significant. You can get a good sense of whatpeople are doing by watching them, which is what supervisors do. Withknowledge -work, however, ... discussing and describing what wesee and hear.2 16 Beyond Management with knowledge -work than it does with old style factory -work. Data canreveal a lot about production-line work, including its quality;...
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Beyond Management Taking Charge at Work_4 pot
... 6Knowledge -work in close-upWhat is knowledge -work? It may be one of the great paradoxes of work life that we spend so muchtime at work but have so little to say about the nature of work. In businessbooks, ... to the work of organizing, which I’ll call“threads.” They are: 1. Negotiating meaning2. Creating work 3. Building networks and negotiating boundaries4. Aligning 1 These aren’t separate parts. ... about work or from what we pay atten-tion to. In Figure 5.2, the text over the right brain is almost invisible, asa reminder that the work of organizing doesn’t count as work. Work meanswhatisontheleft.Jeff...
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