The way we manage organizations seems increasingly out of date. Survey after survey shows that a majority of employees feel disengaged from their companies. The epidemic of organizational disillusionment goes way beyond Corporate America-teachers, doctors, and nurses are leaving their professions in record numbers because the way we run schools and hospitals kills their vocation. Government agencies and nonprofits have a noble purpose, but working for these entities often feels soulless and lifeless just the same. All these organizations suffer from power games played at the top and powerlessness at lower levels, from infighting and bureaucracy, from endless meetings and a seemingly never-ending succession of change and cost-cutting programs. Deep inside, we long for soulful workplaces, for authenticity, community, passion, and purpose. The solution, according to many progressive scholars, lies with more enlightened management. But reality shows that this is not enough. In most cases, the system beats the individual-when managers or leaders go through an inner transformation, they end up leaving their organizations because they no longer feel like putting up with a place that is inhospitable to the deeper longings of their soul. We need more enlightened leaders, but we need something more: enlightened organizational structures and practices. But is there even such a thing? Can we conceive of enlightened organizations? In this groundbreaking book, the author shows that every time humanity has shifted to a new stage of consciousness in the past, it has invented a whole new way to structure and run organizations, each time bringing extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a radically more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals? The pioneering organizations researched for this book have already "cracked the code." Their founders have fundamentally questioned every aspect of management and have come up with entirely new organizational methods. Even though they operate in very different industries and geographies and did not know of each other's experiments, the structures and practices they have developed are remarkably similar. It's hard not to get excited about this finding: a new organizational model seems to be emerging, and it promises a soulful revolution in the workplace. "Reinventing Organizations" describes in practical detail how organizations large and small can operate in this new paradigm. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories.
Le livre de Frédéric Laloux se situe dans une perspective intégrale et s'appuie sur une analyse fine de l'évolution de la conscience humaine. Après des recherches approfondies, il met en évidence l'émergence de nouveaux modèles où la seule hiérarchie existante est celle basée sur le niveau des expertises et le talent de chacun. Ce livre donne les clefs pour faire évoluer son organisation, ou en construire une nouvelle où il fait bon vivre et travailler ensemble.
The Open Organization
This is a story of reinvention. Jim Whitehurst, celebrated president and CEO of one of the world's most revolutionary software companies, tells first-hand his journey from traditional manager (Delta Air Lines, Boston Consulting Group) and “chief” problem solver to CEO of one of the most open organizational environments he'd ever encountered. This challenging transition, and what Whitehurst learned in the interim, has paved the way for a new way of managing—one this modern leader sees as the only way companies will successfully function in the future. Whitehurst says beyond embracing the technology that has so far disrupted entire industries, companies must now adapt their management and organizational design to better fit the Information Age. His mantra? “Adapt or die.” Indeed, the successful company Whitehurst leads—the open source giant Red Hat—has become the organizational poster child for how to reboot, redesign, and reinvent an organization for a decentralized, digital age. Based on open source principles of transparency, participation, and collaboration, “open management” challenges conventional business ideas about what companies are, how they run, and how they make money. This book provides the blueprint for putting it into practice in your own firm. He covers challenges that have been missing from the conversation to date, among them: how to scale engagement; how to have healthy debates that net progress; and how to attract and keep the “Social Generation” of workers. Through a mix of vibrant stories, candid lessons, and tested processes, Whitehurst shows how Red Hat has blown the traditional operating model to pieces by emerging out of a pure bottom up culture and learning how to execute it at scale. And he explains what other companies are, and need to be doing to bring this open style into all facets of the organization. By showing how to apply open source methods to everything from structure, management, and strategy to a firm's customer and partner relationships, leaders and teams will now have the tools needed to reach a new level of work. And with that new level of work comes unparalleled success. The Open Organization is your new resource for doing business differently. Get ready to make traditional management thinking obsolete.
Semler turned his family's business, the aging Semco corporation of Brazil, into the most revolutionary business success story of our time. By eliminating uneeded layers of management and allowing employees unprecedented democracy in the workplace, he created a company that challenged the old ways and blazed a path to success in an uncertain economy.
Have you ever found yourself struggling with information overload? Have you ever felt both overworked and underutilised? Do you ever feel busy but not productive? If you answered yes to any of these, the way out is to become an Essentialist. In Essentialism, Greg McKeown, CEO of a Leadership and Strategy agency in Silicon Valley who has run courses at Apple, Google and Facebook, shows you how to achieve what he calls the disciplined pursuit of less. Being an Essentialist is about a disciplined way of thinking. It means challenging the core assumption of ‘We can have it all’ and ‘I have to do everything’ and replacing it with the pursuit of ‘the right thing, in the right way, at the right time'. By applying a more selective criteria for what is essential, the pursuit of less allows us to regain control of our own choices so we can channel our time, energy and effort into making the highest possible contribution toward the goals and activities that matter. Using the experience and insight of working with the leaders of the most innovative companies and organisations in the world, McKeown shows you how to put Essentialism into practice in your own life, so you too can achieve something great.
La Bo te outils de l intelligence collective
Qu’est ce que l’intelligence collective ? Comment mettre en oeuvre l’intelligence collective dans les équipes et les pratiques quotidiennes ? Comment faire évoluer sa position de leader ? Comment construire une vision partagée au sein de son équipe ? Quels dispositifs, quelles méthodes favorisent l’apprentissage ? Comment développer des manières de travailler collaboratives ? Quelles gouvernances favorisent l’intelligence collective ? Découvrez 66 outils indispensables pour réussir la mise en place de l’intelligence collective dans votre périmètre d’action et de responsabilité. Chaque outil est traité de façon visuelle sur 2 ou 4 pages par un schéma de synthèse, l’essentiel en français et en anglais, les objectifs, le contexte d’utilisation, des conseils méthodologiques, les avantages et les précautions à prendre.
The Road from Mont P lerin
What exactly is neoliberalism, and where did it come from? This volume attempts to answer these questions by exploring neoliberalism’s origins and growth as a political and economic movement. Now with a new preface.
Accounting for Culture
Many scholars, practitioners, and policy-makers in the cultural sector argue that Canadian cultural policy is at a crossroads: that the environment for cultural policy-making has evolved substantially and that traditional rationales for state intervention no longer apply. The concept of cultural citizenship is a relative newcomer to the cultural policy landscape, and offers a potentially compelling alternative rationale for government intervention in the cultural sector. Likewise, the articulation and use of cultural indicators and of governance concepts are also new arrivals, emerging as potentially powerful tools for policy and program development. Accounting for Culture is a unique collection of essays from leading Canadian and international scholars that critically examines cultural citizenship, cultural indicators, and governance in the context of evolving cultural practices and cultural policy-making. It will be of great interest to scholars of cultural policy, communications, cultural studies, and public administration alike.
Destruction of Cultural Heritage in 19th century France
Destruction of Cultural Heritage in 19th Century France charts the destruction of earlier architecture as towns pull down their walls, build modern houses, welcome railways and, except for a few scholars, forget about the past. Heritage was largely scorned, and identity found in modernity, not in the past.
Free to succeed . . . Whether in troubled economic times or during years of prosperity, there is a proven way for companies to boost productivity, profits, and growth. Remarkably, it costs nothing––whether cost is measured in terms of monetary resources or time– –and is simply based on the belief that, if only people can be free to act in the best interests of their company, the results will be tremendous. Freedom, Inc. presents the evidence that this is not the Pollyannaish wish of a few dreamers, but a reality built by bottom-line-focused leaders. . . . The culture of freedom works–and Freedom, Inc. reveals the secrets of a successful business paradigm based on a trusting, nonhierarchical, liberated environment. The visionary leaders profiled here performed near-miracles in driving their companies to unheard-of levels of success, often from unlikely or disheartening beginnings. Businesses as diverse as insurance company USAA, winemaker Sea Smoke Cellars, Gore & Associates, advertising agency The Richardson Group, Harley-Davidson, and Sun Hydraulics have had the insight and courage to challenge long-held management beliefs about human nature and employees–and radically depart from the traditional command-and-control structures, rules, and policies. By freeing up the individual initiative and risk-taking instincts of every employee, these companies showed they could dramatically outperform their rivals in an array of fiercely competitive industries. By listening to employees instead of telling them what to do, by treating them as equals and not limiting information through a trickle-down hierarchy, and by encouraging a culture in which employees have commitments (something chosen) as opposed to jobs (something imposed), these companies liberated their workers to fulfill their own individual potential, which has led to more productive, loyal, and engaged workers, as well as significant measurable profits and growth.