Reaction Slides 50 -56

Reaction Slides 50 - 56 Slides 50, 51, 52, 53, 54, 55, 56

Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority. ,[object Object],[object Object],[object Object]

Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia. ,[object Object],[object Object],[object Object]

Paranoia kills conversation. That's its point. But lack of open conversation kills companies. ,[object Object],[object Object],[object Object]

There are two conversations going on. One inside the company. One with the market. ,[object Object],[object Object],[object Object]

In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control. ,[object Object],[object Object],[object Object]

As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets. ,[object Object],[object Object],[object Object]

These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices. ,[object Object],[object Object],[object Object]

Reaction Slides 50 -56

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Reaction Slides 50 -56