Beyond Management Taking Charge at Work by Mark Addleson 3 ppt
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, ... with associates or clients that youdon’t share with others. In fact, you use that collective experience andGetting into work 13 is the touching faith that, whatever goes wrong, management will ... struc-ture to make it work efficiently. That includes budgets and benchmarks,rules and regulations, and deadlines and deliverables.Getting into work 23 Systematic disorganization stems from a mindset....
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Beyond Management Taking Charge at Work by Mark Addleson_2 docx
... 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 ... 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 a unique combination ... 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
... 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, ... partnersVendorsCustomersMgr 25Mgr 31 Mgr 33 Mgr 34 Mgr 35 Director 2Director 3 Director 1ConsultantsDirector 4Mgr 32 Figure 6.2 Diagram of an organizational networkSource: Valdis Krebs (www.orgnet.com/decisions.html). ... One isthat knowledge -work is done by individuals, just like factory -work; only,instead of being done at workbenches or on production lines, it is at thenodes on each end of a network connection,...
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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 ... been doing this work for longer had close ties to their clients thatmeant a lot to them. At any rate, this particular boundary generated heateddiscussion.The work of organizing 83 Having guidelines ... 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
... what you can do to “flat-ten the organization.” What options do you have? The top and bottom areaccounted for. Top management has to run the show and, at the bottom,workers have to do the work. ... investigated the attacks on the WorldTrade Center and the Pentagon that took place in September 2001 foundthat security and intelligence organizations (of which there are a great114 Beyond Management matter ... structuredapproach favored by management and reinforced by the waterfall methodproduces poor results. The mindset at the top is that everything oughtto function like clockwork, but in the trenches work is untidy—messy.Getting...
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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 wanted215played out below, with all that power concentrated at the top, ... mythology. But, as Matthew Crawford writes, with them comes “akind of infantilization at work [that] offends the spirited personality.”To illustrate a “material culture” that promises to “disburden...
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Beyond Management Taking Charge at Work by Mark Addleson_11 ppt
... traditional management completely, the field of knowledge management today is dominated by the belief–perpetuated by consultants and vendorsof IT products–that you can add knowledge (actually “information”) ... Organization:A Report by Katzenbach Partners. New York: Katzenbach Partners LLC, 2007.Blackler, Frank. “Knowledge, Knowledge Work and Organizations: An Overview andInterpretation.” Organization ... Behavior 33 , no. 3 (1992):267–81.Bryan, Lowell L., and Claudia Joyce. “The 21st Century Organization.” The McKinseyQuarterly, no. 3 (2005): 24 33 .Burns, Tom, and G.M. Stalker. The Management...
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Beyond Management Taking Charge at Work_1 docx
... pyramid-maze puzzle 206x Beyond Management Taking Charge at Work Mark Addleson viiiContentsRelationships and accountability 140Talking the talk 142Cultivating a new narrative is tough 144New ... 77What is the work of organizing? 77The case study 78The work of negotiating meaning 80The work of creating the work 81Hairballs and orbiting 83 The work of building networks and negotiating ... Two pictures of factory -work, ca. 1 930 666.2 Diagram of an organizational network 686 .3 The standard view of what happens in networks 706.4 Some knowledge workers at work 727.1 Comparing organizing...
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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, ... beyond management, by finding new practices: practices for organizing knowledge -work thatare good for knowledge -work. To get there we need to know more aboutknowledge -work, about what knowledge workers ... on what is at stake; to lay out options for how to respond; and to take a decisionabout what to do. This work doesn’t lend itself to shortcuts. They have 32 Beyond Management I know what is...
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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, ... a frank conversation and there may be a general64 Beyond Management Notice that my definition doesn’t refer to categories of work or work- ers, but to practices. It is deliberately broad, covering ... 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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