Sublime

Impulsive-Red Organizations don’t scale well for those reasons—they rarely manage to keep in line people who are separated from the chief by more than three or four degrees.

To move people away from their default, personalized, interpretations, the following process can help:

see the issues as systemic rather than personal, they will begin to look for the leverage points in the system (such as a tradition of protecting underperformers or centralized control) as targets of attention to effect change.

Anybody operating with a theory of leadership that assumes that experts know what is best, and that then the leadership problem is basically a sales problem in persuasion, is in our experience doomed at best to selling partial solutions at high cost.

Red Organizations are wolf packs. In Amber, the metaphor changes: a good organization should be run like an army.

quick-fix balancing loop in “Fixes That…

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they discovered that the other organization’s strategy seemed perfectly rational and reasonable from their local perspective. There was no “treachery” afoot. There was simply a larger system whose pieces didn’t work well together. Having…

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In very large organizations, top-level managers and administrators often lack expertise in the work being done, but are able to create circumstances that allow those under them to thrive.