By Chris Turner
Have you ever heard "Let's get all people at the similar web page" only one time too many? used to be your most modern administration education path simply one other plateful of warmed-over dogma? Then it is time to commence kicking up a few dirt and creating a distinction. In All Hat and No livestock, maverick advisor Chris Turner exhibits you the way to do exactly that. With a hefty dose of Texas humor, and with knowledge won from adventure at the entrance traces, she exposes a lot of what passes for administration knowledge as baloney and provides clean methods of pondering businesses and the folks who convey them to existence.
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Additional resources for All Hat and No Cattle: Tales of a Corporate Outlaw
XBS changed at a grassroots level and, like it or not, things will never be the same. 3 We Know What the Problems Are; Let's Cut to the Chase For every problem there is one solution which is simple, neat and wrong. H. L. Mencken A friend in a global corporation tells about serving on a team chartered to restructure their organization. The team was headed by a real technocrat, the organization's Quality weenie, who reported directly to the president. Now, this guy loved to grill others about their "data," the processes they were using to determine solutions, and how they were going to measure their efforts.
They deserve a lot of credit for agreeing to something so different from the Xerox norm. We spent two months on what we called Phase Zero, figuring out the logistics of the study. At that time, there were major issues between the XBS field organization and the headquarters staff. So, as part of the study, we wanted to understand this interface. Ultimately, we placed one ethnographic team in the field. Over the course of the study, they spent time in Denver, Seattle, and Boston. They participated in all aspects of daily life, sat in on management gatherings and team meetings, worked at customer sites, and immersed themselves in the business.
Because our strategy was to create a participatory environment that would nurture learning and innovation, we designed communications that tacitly carried messages about people, learning, and innovation. We developed a graphic theme around drawings of people representing the people of XBS, We incorporated Albert Einstein into our images because he embodied the brilliance and creativity we wanted to foster in the XBS community. By juxtaposing images of Einstein with pictures of XBS people, we provoked questioning and conversations.