SSS Yet To Be Done.
Reinventing Organisations Presentations
Decision-making-the advice process
In principle, any person in the organization can make any decision. But before doing so, that person must seek advice from all affected parties and people with expertise on the matter. The person is under no obligation to integrate every piece Of advice; the point is not to achieve a watered-down compromise that accommodates everybody's wishes. But advice must be sought and taken into serious consideration. The bigger the decision, the wider the net must be cast—including, when necessary, the CEO or the board of directors.
Each person whose advice is sought feels honored and needed. Asking for advice is an act of humility, which is one of the most important characteristics of a fun workplace.
Emergence of ML5 Organisations
How could medical circles forget the existence of a brain? I believe it has to do with the belief system of our times: in a hierarchical worldview, there can be only one brain in command, just as there must be a single boss at the head of every organization. Although popular parlance has long used the terminology of “knowing in our hearts” and “knowing in our gut,” having three autonomous brains working side by side can’t be possible if we believe the world needs clear hierarchies to function. It might be no coincidence that we discovered (or rediscovered) the other two brains at the same time as the Internet became a dominant force in our lives. The age of the Internet has precipitated a new worldview―one that can contemplate the possibility of distributed intelligence instead of top-down hierarchy. With that worldview, we can accommodate the idea that we have more than one brain and that they can work together in shared intelligence.
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