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« A Podcast with Richard Florida about The Great Reset | Main | What HBR won’t say: Why BPR failed »

July 01, 2010

Comments

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Ann Begler

This spoke to the heart of what I see in my work as an OD consultant. Thanks.

Peter Bretscher

What Taylor further wrote:
“In the past, Man has been first. In future, the system must be first.” "This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before."
This paper has been written:
First. To point out, through a series of simple illustrations, the great loss which the whole country is suffering through inefficiency in almost all of our daily acts.
Second. To try to convince the reader that the remedy for this inefficiency lies in systematic management, rather than in searching for some unusual or extraordinary man.

One problem I see is that the economic system - includin the metrics - is not made for managing intangible nor respects the existence of the "subjectivity of values".

Steve Denning

Peter--Thanks for the additional text from Taylor. However when I read the whole book, I am struck by the disrespect, and even contempt, for the people doing the work. It is not a book about creating great men, or even treating men like men. The "system", run by "experts", is to "develop" men, in the sense of manipulating them into becoming more productive. Men becomes objects to be manipulated. The sentence I have quoted epitomizes these attitudes which permeate the book, and which are still endemic in most established organizations. Steve

Christopher M. Janney

This article speaks to exactly what I believe and the reason that I started my company. I worked in a company previously where we (as, in my opinion, a direct result of our clients actions and beliefs) followed the exact path that you speak of.

Unfortunately, I believe that the biggest challenge will be either getting senior leaders onboard who know nothing else but the old archaic way of managing and "leading" (yes in quotations intentionally), or when the economy improves and some of these "leaders" can move out of the organization and infuse the senior levels with the next generation. Gen X and Gen Y are biting at the bit for the opportunity to push out many of the management team that fall in to the Baby Boomers category, and in some cases Gen Y is ready to start pushing some of Gen X out. The economy has really put the brakes on this natural evolution unfortunately, so I am hopeful that we see some improvement soon.

I'm certainly interested to hear more of what you write in the future, and will definitely be following you going forward!

I also invite you to check out my blog at https://provativebizblog.wordpress.com, and please feel free to leave a comment or two!

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The motivation to succeed comes from the burning desire to achieve a purpose. Napoleon Hill wrote, “Whatever the mind of man can conceive and believe, the mind can achieve.”

Bill Adams

So, what is "Radical Management"? I get it that traditional management doesn't work, but I missed the description of radical management that would lead to needed change.

Steve Denning

Bill, You can find out more about radical management at https://www.stevedenning.com/Books/radical-management.aspx
Steve

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When a person pays me an sudden compliment, I sometimes inform them that they manufactured my day! What about you?

Steve Denning

Nike,

We all like flattery. It's just sometimes we don't like the way in which the flattery is delivered.

Steve

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Where should their loyalty lie and what should be the consequences of their actions ?

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Bill, You can find out more about radical management at

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