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Wave Rider

Harrison H. Owen 著

更新時間：2019-01-03 11:16:30

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Inthiscapstoneworkofhiscareer,thecreatorofopenspacetechnologyapplieshislifetimeofknowledgeandexperiencetoshowinghowself-organizationisthemostpowerfulforceincreatinghigh-performingorganizationsandtodetailingthestepstounleashandleveragethispower.

目錄(109章)

倒序

Cover
Copyright
Also by Harrison Owen
Dedication
Preface
Introduction Wave Rider
Needed: More Wave Riders
Secret of the Wave Rider
Invitation to an Experiment
Preview of Coming Attractions
PART I Preparation for Wave Riding
Chapter I The Holy Grail: Superior Performance
The Behavioral Characteristics of High Performing Systems according to Peter Vaill
Chapter II High Performance Systems Defined
High Performance Defined as the Absence of Its Opposites
Chaos
Confusion
Conflict
Ending and Death
Toward an Understanding of High Performance
A Definition of High Performance
Chapter III Getting from Here to There
Unintended Consequences
The Closed System Hoax
The Whole Systems Approach
Process Re-Engineering
Have We Really Thought About the WHOLE System?
The “Worse”—Every System Has a Context
The Final Straw—Everything Is Moving!
We Need Some Help
Chapter IV The Anomalies
Breaking Through at Dupont
A Hopeful Tale
High Performing Systems in Our Midst
Chapter V The Open Space Experiment
The Cure for Boredom and the Beginning of the Grand Experiment
The Experimental Conditions
The Procedure
Experimental Results
High Learning
High Play
Appropriate Structure and Control
Genuine Community
Authentic Leadership
Peter Vaill’s Behavioral Characteristics of High Performing Systems
The Hypothesis—First Take
The Power Behind OST
A Closer Link—The Work of Stuart Kauffman
The Open Space Connection
The Bottom Line
Open Space as Self-Organization
Open Space Self-Organization and High Performance
The Hypothesis—Second Take
Chapter VI Self-Organization: The Key to High Performance Systems?
Lucy and the Informal Organization
What Good Is the Informal Organization?
Working to Rule
The Nature and Function of the Formal System
Formal Leadership
Organizational Maps as Points of Reference
Self-Organization in Really Big Systems
Proof or Probability?
Chapter VII How Do We Deal with the Pain?
The Griefwork Process
Shock and Anger
Denial
Memories
Despair
Open Space
Vision
The Griefwork Cycle Considered
Chapter VIII A Spanner in the Works
The Spanner in the Works: The Need for Control
It Never Happens
It Doesn’t Work
It Can Do Substantial Damage
Extrication
PART II The Wave Rider’s Guide to the Future
Chapter IX Becoming a Wave Rider: The Care and Feeding of Self-Organizing Systems
Starting Point: A Mind-Shift
Three Caveats to Help You on Your Way
For High Performance—Open Space!
Eight Essential Steps for the Care and Feeding of Self-Organizing Systems
Chapter X Step 1 Do Your Homework Before You Start
Chapter XI Step 2 Extend an Invitation
Who Should Be Invited?
Chapter XII Step 3 Come to the Circle
Chapter XIII Step 4 Welcome Passion Responsibility and Authentic Leadership
Authentic Leadership
Chapter XIV Step 5 Remember the Four Principles
Whoever Comes Are the Right People
Whatever Happens Is the Only Thing That Could Have
Whenever It Starts Is the Right Time
When It’s Over It’s Over
Chapter XV Step 6 Observe the Law of Two Feet
Chapter XVI Step 7 Keep Grief Working
Chapter XVII Step 8 Formalize the System
Required Organization
Communication Silos and Circles
The Formal Leadership
Compensation
Chapter XVIII A Day in the Life of …
Dee Hock: Wave Rider
Conclusion
Index
NUMBERS
About the Author
About Berrett-Koehler Publishers
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Wave Rider