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Skilled learners: In her fascinating book about doing business in the new e-culture (See Kanter’s 3 Ms) she offers ten reasons why people resist change in the early stages of any new endeavour, and draws attention to what leaders must do to workaround them.
The ten reasons are: Kline has created the concept of a Thinking Environment to raise the quality of thinking of each person in the room, and in her book gives much practical advice.
Based on the same research that led to her book, “e-Volve!
” Kanter identifies 10 mistakes being made by wanna-dots.
Most are under five years old, and some have been spectacularly successful.
“They describe things as they really are, as opposed to how we think they are or how we wished they were.” The first five natural laws concern managing one’s time, and the second five concern managing one’s life. As manufacturing techniques make the art of making copies plentiful, value is carried by abundance, rather than scarcity, inverting traditional business propositions. Following the free rehearses the inevitable fall of price, and takes advantage of the only scarcity: human attention. The effort to build a learning organisation increases profits and cuts losses to an astonishing degree, as well as helping everyone who participates in them to lead a better life.
The leading businesses in the 80s were winners in the productivity and quality wars.
“Now those who are most fluid, capable of anticipating change, adapting and developing quicker than the rest” will be the winners.
The 10 keys are: Developing skilled learners is vital for changing organisations: 'If people can be helped to increase their capacity to understand, they have a mechanism within themselves by which they can learn to cope with change'.
Two assumptions underpin the focus on learning rather than training: (1) people do not have to be trained in order to learn; and (2) people often learn in spite of the training they receive.
At the bottom level, the individual factors are: Although this book offers a `cognitive structure and diagnostic framework` that theoreticians may find elegant and attractive, a busy manager may find the heavy use of jargon rather off-putting. (1998) Leading the Organisation to Learn: The Ten Levers for Putting Knowledge And Learning to Work. As fortunes are made by training machines to be ever more efficient, there is far greater wealth yet to be had by unleashing the inefficient discovery and creation of new opportunities. See also 4 trajectories for industry change (Mc Gahan) 5 certainties for the 21st century (Drucker) 12 principles for the network economy (Kelly) 10 things Google have found to be true 10 mega-trends (Naisbitt) Source: Kelly, K.