A Quote by Howard Gardner
A lot of knowledge in any kind of an organization is what we call task knowledge. These are things that people who have been there a long time understand are important, but they may not know how to talk about them. It's often called the culture of the organization.
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By this we may understand, there be two sorts of knowledge, whereof the one is nothing else but sense, or knowledge original (as I have said at the beginning of the second chapter), and remembrance of the same; the other is called science or knowledge of the truth of propositions, and how things are called, and is derived from understanding.
I am not a member of any organization listed by the Attorney General as subversive. In any instance where I lent my name in the past, it was certainly without knowledge that such an organization was subversive. I have always been essentially and foremost an American.
We have heard of a Society for the Diffusion of Useful Knowledge. It is said that knowledge is power, and the like. Methinks there is equal need of a Society for the Diffusion of Useful Ignorance, what we will call Beautiful Knowledge, a knowledge useful in a higher sense: for what is most of our boasted so-called knowledge but a conceit that we know something, which robs us of the advantage of our actual ignorance? What we call knowledge is often our positive ignorance; ignorance our negative knowledge.
Ive gotten a chance to look at their organization and at the same time talk to Chuck and Vince about how they perceive things. Ive come away satisfied that this organization wants to win and get things on track.
That culture is a a critical resource the organization ignores. Competely mystifying. The organization continues to act as if culture were dark matter, something essentially inaccessible to us. When in fact there is an ancient discipline called anthropology that's pretty good at thinking about it.
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.
MTV and the culture industry never are talking about community relevance, hood organization, they aren't talking about ethical codes, they aren't talking about forms of political organization, they don't speak about codes inside the jails. What they talk about are superficial things.
Feminists have to question, not just all of Western culture, but the organization of culture itself, and further, even the very organization of nature. Many women give up in despair: if that's how deep it goes they don't want to know.
Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success - along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.
Real artists find answers. The knowledge of the artisan is within the confines of his skills. For example, I know a lot about lenses, about the editing room. I know what the different buttons on the camera are for. I know more or less how to use a microphone. I know all that, but that's not real knowledge. Real knowledge is knowing how to live, why we live, things like that.
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.
Man, whose organization is regarded as the highest, departs from the vertebrate archetype; and it is because the study of anatomy is usually commenced from, and often confined to, his structure, that a knowledge of the archetype has been so long hidden from anatomists.
Anybody who's ever been in a large organization realizes that 'optimizing' is not a word that would often be used to describe any large organization. The reason is that it's full of people, who are complicated.
Art has knowledge and skills, and to come to know them is to be implicitly against a culture that is against knowledge - today's mass culture, which aims to produce a lot of consuming morons.
People who are role models for the principles and values of the organization, who buy in and understand the vision of what the organization is trying to accomplish, and have the personality to inspire other people to the vision. You know, that’s what team chemistry and leadership is all about.
One of the things I had to really work on is, when you're the leader of an organization, people look at the expression on your face. Your mood has a lot to do with how people think the whole organization is doing.
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