Topic: org-culture
Our bookmarks on this topic are also at pinboard.in/u:unison/t:org-culture/
Is giving the secret to getting ahead?
Sunday, March 31, 2013 · Topics: employee-engagement, motivation, org-culture
From NY Times Magazine: Organizational psychology has long concerned itself with how to design work so that people will enjoy it and want to keep doing it. Traditionally the thinking has been that employers should appeal to workers’ more obvious forms of self-interest: financial incentives, yes, but also work that is inherently interesting or offers the possibility for career advancement. Adam Grant’s research, which has generated broad interest in the study of relationships at work and will be published for the first time for a popular audience in his new book, “Give and Take,” starts with a premise that turns the thinking behind those theories on its head. The greatest untapped source of motivation, he argues, is a sense of service to others; focusing on the contribution of our work to other peoples’ lives has the potential to make us more productive than thinking about helping ourselves. · Go to Is giving the secret to getting ahead? →
Beyond functions
Tuesday, March 19, 2013 · Topics: org-change, org-culture
From strategy+business: Conventional organizational structures may be obsolete. How about a model based on capabilities instead? · Go to Beyond functions →
Scaffolds and gators
Friday, March 1, 2013 · Topics: org-culture, startups
From Social Insites Blog: When does a start-up stop being a start-up? It’s a question that provides great link-bait on the interwebs, and I’m not going to answer it. There are a few hallmarks of start-up culture that we continue to cultivate here at NewsGator that make this a place to love. · Go to Scaffolds and gators →
Leadership transitions: Marissa Mayer to the rescue
Sunday, August 5, 2012 · Topics: leadership-transitions, org-change, org-culture, systems-thinking
From Steve Barry at Forum.com: Open any book about leadership transitions and you’re likely to see a model of the various business situations executives may need to navigate when they take on a new company, initiative, or project. We’ve synthesized those many models into one that we find especially useful: we call it the Business Terrains framework. · Go to Leadership transitions: Marissa Mayer to the rescue →
Peter Senge: The practice of innovation
Sunday, August 5, 2012 · Topics: creativity, innovation, leadership-development, org-culture
From Leader to Leader Journal: Peter Drucker has elegantly presented the three ingredients of the discipline of innovation: focus on mission, define significant results, and do rigorous assessment. But if it sounds so simple, why is it so difficult for institutions to innovate? · Go to Peter Senge: The practice of innovation →
Transforming aggression into creative problem solving
Sunday, August 5, 2012 · Topics: creativity, innovation, org-culture, problem-solving
From Margaret Wheatley and Geoff Crinean in Leader to Leader Journal: Organizations today suffer from a severe disability when it comes to solving problems. In virtually every organization, regardless of mission and function, people are frustrated by problems that seem unsolvable. Attempts to resolve a problem often result in unintended consequences that dwarf the original. Relationships worsen as people harden into opposing positions, each side insisting on its own solution, unwilling to consider alternatives. Too many problem-solving sessions become battlegrounds where decisions are made based on power rather than intelligence. · Go to Transforming aggression into creative problem solving →
Marvin Weisbord: Productive Workplaces blog
Saturday, March 31, 2012 · Topics: employee-engagement, org-culture, teams-high-impact
Weisbord celebrates the 25th anniversary of his landmark work · Go to Marvin Weisbord: Productive Workplaces blog →
How to prevent self-inflicted disasters
Thursday, March 22, 2012 · Topics: org-culture, unintended-consequences
From strategy+business: All too often, companies unintentionally create their own worst crises. With a little awareness of your organizational DNA, you can avoid that fate — and the headlines that go with it. · Go to How to prevent self-inflicted disasters →
