A Quote by Kevin Kelly

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.
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.
The core of the consulting business is going in and essentially making yourself indispensible by eating the brain of the organization, meaning that the consultants go in and assume key functions in the organization.
In the managerial organization, the top people sit in judgment; in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.
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.
I think one of the things I've learned is that the tone of an organization is set from the top down. And if you have men running an organization that want to honor women, that's a whole different experience than if they don't.
Military organization, like religious organization, can be seen as a paradigm of organization in general.
The success, or failure, of a CEO to implement AI throughout the organization will depend on them hiring a leader to build an organization to do this. In some companies, CIOs or chief data officers are playing this role.
There is no name for all who participate in group decision-making or the organization which they form. I propose to call this organization the Technostructure.
As an organization changes your mindset as a leader also has to change. This becomes the lid to you organization. Whenever my organization starts to settle I believe I have to lift my lid, my capacity I have to think and act in a different way to achieve different results.
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.
Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.
To me, I think we want an organization that's aligned. We want an organization that has the same vision. But we don't want an organization that all has the same ideas. We want people that are willing to argue, fight, scratch and claw, but everyone is working together.
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.
It's much harder to detect a lone wolf than it is somebody who's associated with a larger organization who's having planning meetings and making phone calls to people in the organization. And so that is really how the jihad has really developed in the United States.
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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