By Bert Frydman
"The energy of Collaborative management is helping company leaders notice the promise of organizational studying through sharing the teachings, insights and top practices received by way of Bert Frydman and Iva Wilson, veteran managers and organizational studying pioneers. including JoAnne Wyer, a qualified studying analyst, they express that during order to be potent leaders of industrial enterprises, we needs to remodel an organization's equipment of soaking up new info and its skill to remodel it into wisdom and knowledge. This publication deals a few provocative and functional how one can triumph over many generally held assumptions and practices that could really bog down studying and the development of the organization.".
"Written in a conversational kind that invitations the reader to take part within the method, the ability of Collaborative management follows the 2 tales of Wilson and Frydman whereas additionally trying to different company leaders and their adventure to illustrate numerous organizational studying occasions. alongside the best way, the educational method is drawn out and enriched via the perception of Wyer - who takes the reader from the theoretical to the sensible in an available and beneficial type. Any reader whose association is embracing organizational studying will locate this cutting edge and perceptive publication compelling.".
"This e-book comprises frank discussions and debates written in sensible enterprise language, makes use of the metaphor of the adventure to stress key issues alongside the way in which, bridges the distance from the idea to the perform of organizational studying from a practitioner's viewpoint, addresses the skeptics of organizational studying, and demystifies OL principles."--BOOK JACKET. Read more...
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Additional resources for The Power of Collaborative Leadership. Lessons for the Learning Organization
For example, the company that I was heading needed a major overhaul. It had been neglected by its previous parent company for a long time and as a result it was woefully behind the times competitively. When we acquired it, the company was riddled with inefficiencies and it lacked both modern technology and people with technical competence. We were a badly outdated American manufacturing company that was suddenly acquired by a European conglomerate and expected t o compete effectively in an increasingly global economy.
Iva: I thought I saw the light with Senge's work. I thought that I could find a different path. There came a time when cost reduction wasn't working, you see. We reduced the cost, but then suddenly we couldn't go any further. We were in a commodity business, and the prices that our customers were willing t o pay for our products kept going down. The most we could do was just keep up with that. We began t o believe that we could never make more money. In short, we were desperate . . and maybe that's why we were able t o consider a new perspective.
Chapter 2 The Dilemma Iva: Through systems thinking I learned to see things differently. For example, our lenses, the mental models through which we view the world, tell us that the cost o f labor is simply a function of the size of the labor force. So, i f we lay off some workers, we have a resulting cost savings. What could be simpler? This is what virtually everyone in my company seemed t o believe. However, I had a very different picture in my mind. I knew that our labor costs were primarily caused by the problems we inherited when we bought the business, including legacy machines, substandard technology, and poor labor relations.
The Power of Collaborative Leadership. Lessons for the Learning Organization by Bert Frydman