Random Selections of What I've Been Writing Off-Line
"In the sense that the MWT philosophy incorporates not only what managers acturally do but also what processes, behaviours, and values select who gets to be a manager it goes beyond management to governance."
"The information in the MWT model lets anybody in the organisation audit the management practicies; that is, what values are actually managing the organisation. This sort of corporate scoutting can only improve governance."
"Analysis of corporate governance scandles has made one vital mistake. It has blamed either faceless entities like 'Enron', or the people charge.
What specificly is to blame is the mechanisms that put these individuals in power - not their actions once they were in power. Once they were in power they did what they always would have.
Sure, absolute power does corupt, and an MWT philosophy would limit absolute power in a very specific sense, but if all corporate position was corrupting there would be no good companies and I do not beleive that is the case."
"MWT is not agaist hierarchy. Hierarchy is a very natural form of organising responsibility. It's just not a good way of organising the type of information required for collaboration."
"This information includes even simple collaborative information like descriptions of service offerings or delivery processes."
"This book is not suggesting that all managers are bad (simply that what we think of as management is bad and good managers are doing things totally differently).
My workmates and I have had a number of fabulous managers to whom this book is partially dedicated.
However, my workmates often refer to the 'luck' they have had getting to work with such good managers. I hope that this book can take some of the luck out of that process.
More importantly, such exceptional managers are in demand. Much of your efforts will be in improving your own work so that they find you."
"Part 3 of this book is a guide to action. A simple handbook for organising your workgroups and hooking into high-level programs your corporation already has.
These are not notes towards a revolution. There will be no 'worker's states'; only leapfrogging the uninvolved to make your own work-life more satisfying. Or if your audits fail - give you the impetious to finally leave that doomed organisation and interview some others with your new knowledge."
"The information in the MWT model lets anybody in the organisation audit the management practicies; that is, what values are actually managing the organisation. This sort of corporate scoutting can only improve governance."
"Analysis of corporate governance scandles has made one vital mistake. It has blamed either faceless entities like 'Enron', or the people charge.
What specificly is to blame is the mechanisms that put these individuals in power - not their actions once they were in power. Once they were in power they did what they always would have.
Sure, absolute power does corupt, and an MWT philosophy would limit absolute power in a very specific sense, but if all corporate position was corrupting there would be no good companies and I do not beleive that is the case."
"MWT is not agaist hierarchy. Hierarchy is a very natural form of organising responsibility. It's just not a good way of organising the type of information required for collaboration."
"This information includes even simple collaborative information like descriptions of service offerings or delivery processes."
"This book is not suggesting that all managers are bad (simply that what we think of as management is bad and good managers are doing things totally differently).
My workmates and I have had a number of fabulous managers to whom this book is partially dedicated.
However, my workmates often refer to the 'luck' they have had getting to work with such good managers. I hope that this book can take some of the luck out of that process.
More importantly, such exceptional managers are in demand. Much of your efforts will be in improving your own work so that they find you."
"Part 3 of this book is a guide to action. A simple handbook for organising your workgroups and hooking into high-level programs your corporation already has.
These are not notes towards a revolution. There will be no 'worker's states'; only leapfrogging the uninvolved to make your own work-life more satisfying. Or if your audits fail - give you the impetious to finally leave that doomed organisation and interview some others with your new knowledge."
posted by Matthew at
5:07 am
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