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Beyond Management Taking Charge at Work by Mark Addleson 2 docx

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, ... problem. 24 What does he actuallyGetting into work 19this is where I want to change metaphors. Because I want to emphasize thatthis is the way you look at work when wearing a management hat, fromnow ... 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

Beyond Management Taking Charge at Work by Mark Addleson_2 docx

... 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 ... 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

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, ... schedules of classes, and devise exercises68 Beyond Management Mgr 21 Mgr 11Mgr 12 Mgr 13Mgr 14Mgr 15Mgr 45Mgr 44Mgr 43Mgr 42 Mgr 41Mgr 22 Mgr 23 Mgr 24 Professional groupsGeneral managerBusiness ... words, to organize. 72 Beyond Management Figure 6.4 Some knowledge workers at work clarify what they are talking about. Talking together, they get ideas aboutwhat is going on or what they are dealing...
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Beyond Management Taking Charge at Work by Mark Addleson_4 pot

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 ... Whether people are working in small 82 Beyond Management from originality of thought, expression, etc.; imaginative,” is exactly theright word for this work. 6What is more creative than ideas ... 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

Beyond Management Taking Charge at Work by Mark Addleson_5 docx

... alsodesirable? 125 110 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. 22 The work ... 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 great114 Beyond Management matter ... care about one another.1 12 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

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. 21 0 Beyond Management for exact benchmarks of ... Networksand Communities of Practice,” OD Practitioner 32, no. 4 (20 00) available at ODPractitioner Online, http://methodenpool.uni-koeln.de/communities/∼ %20 OD %20 Practitioner %20 Online %20 - %20 Vol_ %20 32% 20- %20 No_ %20 4 %20 ... http://methodenpool.uni-koeln.de/communities/∼ %20 OD %20 Practitioner %20 Online %20 - %20 Vol_ %20 32% 20- %20 No_ %20 4 %20 (20 00) %20 ∼.htm. Theodore Taptiklis is a fellow traveller. See his Unmanaging: Opening up theOrganization to Its Own Unspoken Knowledge...
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Beyond Management Taking Charge at Work by Mark Addleson_11 ppt

Beyond Management Taking Charge at Work by Mark Addleson_11 ppt

... of ’Network’: Some Implications forInterorganizational Theory and Research Practice.” In University of Bath School of Management Working Paper Series # 20 06. 12. Claverton Down, Bath, 20 06.Kriedte, ... destroyed by the Deepwater Horizon disaster in 20 10. 29 . One of the enduring narratives in management, possibly a hand-me-down fromTaylor’s distaste for workers, is that “people don’t like hard work. ” ... knowledge management today is dominated by the belief–perpetuated by consultants and vendorsof IT products–that you can add knowledge (actually “information”) to management Notes 25 514. Henri-Louis...
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Beyond Management Taking Charge at Work_1 docx

Beyond Management Taking Charge at Work_1 docx

... 666 .2 Diagram of an organizational network 686.3 The standard view of what happens in networks 706.4 Some knowledge workers at work 72 7.1 Comparing organizing with technical work 938.1 Work ... about work 120 Nursing practice: the work of caring 122 Bringing back care 123 10 In search of low-control organizing practices:community, care, cooperation, and commitment 125 The catch -22 of ... The waterfall model 11511.1 Letting go! 13911 .2 A delicate balance 147 12. 1 Three domains of conversation: a framework fororganizing 15515.1 A pyramid-maze puzzle 20 6x Beyond Management Taking...
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Beyond Management Taking Charge at Work_2 doc

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

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, ... 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 ... social view of work. Work is what individuals do, by themselves. Each does his or her own piece of work at his or her place onthe assembly line. Workers might need to “communicate”—perhaps oneneeds...
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