A Quote by Dan Miller
You must develop a sense of what you can contribute that goes beyond 1 company or organization. A career path today will likely involve moving from organization to organization, creating a picture of rising circles, rather than a vertical ladder. In fact, a vertical rise within one organization will very likely move you away from your strongest areas of competence.
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Organization has to come from an agreement about principles, rather than just the need to coordinate: so as much as we must all act today in a concerted manner, that should not be the ground of an organization.
In any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself. Examples in education would be teachers who work and sacrifice to teach children, vs. union representative who work to protect any teacher including the most incompetent. The Iron Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions.
I think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.
A movement with some lasting organization is a lot less dramatic than a movement with a lot of demonstrations and a lot of marching and so forth. The more dramatic organization does catch attention quicker. Over the long haul, however, it's a lot more difficult to keep together because you're not building solid...A lasting organization is one in which people will continue to build, develop and move when you are not there.
The Andrew Principle is when the incompetence of an organization exceeds the incompetence of certain individuals within that organization, thereby allowing their promotion within said organization.
You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.
The study of economic organization commonly proceeds as though market and administrative modes of organization were disjunct. Market organization is the province of economists. Internal organization is the concern of organization theory specialist. And never the twain shall meet.
Large organization is loose organization. Nay, it would be almost as true to say that organization is always disorganization.
Military organization, like religious organization, can be seen as a paradigm of organization in general.
We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
It is not the Soviet Union or indeed any other big Powers who need the United Nations for their protection. It is all the others. In this sense, the Organization is first of all their Organization and I deeply believe in the wisdom with which they will be able to use it and guide it. I shall remain in my post during the term of my office as a servant of the Organization in the interests of all those other nations, as long as they wish me to do so.
As such people achieve influence within the organization, whenever there is a conflict between their own interest and the interest of the organization, their interests will win out.
Talking about improving the culture, I prefer to say "develop" or "evolve" rather than "change". If I walk into a room and say: "we are here to change the organization," it sends shock waves through the group. If I say: "your success to date has come from who you are, to be successful in the future, we need to get to X, let's talk about how we evolve the organization to that point," that is a very different statement. Successful organizational "change" must come from the people. So, recruit them with common purpose, recognize that it will take time, and plow forward.
Great leaders in our study treated their people like partners in the organization. That meant they created for their people a sense of connection by teaching them how their jobs impact the larger organization. And they showed them growth opportunities, how they can grow and develop with the company.
A company is a multidimensional system capable of growth, expansion, and self-regulation. It is, therefore, not a thing but a set of interacting forces. Any theory of organization must be capable of reflecting a company's many facets, its dynamism, and its basic orderliness. When company organization is reviewed, or when reorganizing a company, it must be loked upon as a whole, as a total system.
Basins of attraction, of self organization, show up as well in our complex social environment, in human organizations. Here again, while we cannot predict the result of any given input, we can say that it will likely fall within one of several areas.
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