Sublime

He told me that his greatest insight after years of conducting organizational learning projects and facilitating corporate change is that the success of an intervention depends on the interior condition of the intervener.

I no longer believe in linear change as the dominant model by which leaders need to understand their setting. Linear change remains the appropriate way to address problems when, in fact, the situation is authentically a “problem.” However, the linear problem solving that is still so heavily taught in our culture is not up to the task of

In any organization there is always a managed tension between the need for decentralized autonomous action and the need for centralized direction and coordination. To produce a turnaround of a chain-link system, Marco Tinelli tipped the balance, at least for a while, strongly toward central direction and coordination.

“Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.”

I still, after a year’s experience, [am] just as firmly of the same belief that a decentralized organization is the only one that will develop the talent necessary to meet the Corporation’s big problems,

As Ed worked throughout the eighties, he continually refined his ideas and teachings around Profound Knowledge. Those six management principles he originally taught at Nashua soon morphed into his now-famous “14 Points for Management,” which he outlines in Out of the Crisis.

Every paradigm has its leadership style that suits its worldview. Impulsive-Red calls for predatory leaders; Conformist-Amber for paternalistic authoritarianism. In keeping with the machine metaphor, Achievement-Orange leadership tends to look at management through an engineering perspective. Leadership at this stage is typically goal-oriented,