By Chris Turner
Have you ever heard "Let's get every body at the similar web page" only one time too many? was once your most up-to-date administration education path simply one other plateful of warmed-over dogma? Then it is time to commence kicking up a few airborne dirt and dust and creating a distinction. In All Hat and No livestock, maverick advisor Chris Turner exhibits you the way to just do that. With a hearty dose of Texas humor, and with knowledge won from adventure at the entrance strains, she exposes a lot of what passes for administration knowledge as baloney and gives clean methods of considering organisations and the folk who carry them to lifestyles.
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Additional resources for All Hat and No Cattle: Tales of a Corporate Outlaw
He drew a box for himself. So much for data. 39 40 All Hat and No Cattle Several team members lobbied to spend time researching organizational design theory, but they were ignored. The group, egged on by the leader, plowed ahead with little data but lots of opinions. Oh, there was a survey. But these people could only ask what they knew to ask. And since none of them knew squat about organization design, their questions were superficial at best. When you ask superficial questions, you get superficial answers.
IRL also noted "good-soldier" tendencies. Awareness of our good-soldier habits caused peo- We Gotta Drive This Sucker pie to begin questioning the status quo. One person commented that IRL became a moral presence within the organization. What had begun as an empowerment strategy had evolved into a change strategy, because the more we talked about the environment that we wanted, the more we realized that we needed to rethink everything, We had to challenge our assumptions about "the way things are" and to be open to new ways of paying people, formulating strategy, sharing Information, and learning.
Each time he said it, he looked around expectantly as if waiting for everyone to swoon. The Leadership Through Quality effort was based on a mechanistic model, on driving and directing the system. So mechanistic approaches can be successful at some level—but at what cost? I made a list of other strategies that had been developed and announced with fanfare only to evaporate quickly into the ether. I also calculated the money wasted on these efforts. I was convinced that there had to be an easier way.
All Hat and No Cattle: Tales of a Corporate Outlaw by Chris Turner