舉報 
會員
Wave Rider
最新章節：
Be Connected
Inthiscapstoneworkofhiscareer,thecreatorofopenspacetechnologyapplieshislifetimeofknowledgeandexperiencetoshowinghowself-organizationisthemostpowerfulforceincreatinghigh-performingorganizationsandtodetailingthestepstounleashandleveragethispower.
最新章節
書友吧
品牌：中圖公司
上架時間：2016-11-18 18:16:27
出版社：Berrett-Koehler Publishers
本書數字版權由中圖公司提供，并由其授權上海閱文信息技術有限公司制作發行
- Be Connected 更新時間：2019-01-03 11:16:30
- About Berrett-Koehler Publishers
- About the Author
- NUMBERS
- Index
- Conclusion
- Dee Hock: Wave Rider
- Chapter XVIII A Day in the Life of …
- Compensation
- The Formal Leadership
- Communication Silos and Circles
- Required Organization
- Chapter XVII Step 8 Formalize the System
- Chapter XVI Step 7 Keep Grief Working
- Chapter XV Step 6 Observe the Law of Two Feet
- When It’s Over It’s Over
- Whenever It Starts Is the Right Time
- Whatever Happens Is the Only Thing That Could Have
- Whoever Comes Are the Right People
- Chapter XIV Step 5 Remember the Four Principles
- Authentic Leadership
- Chapter XIII Step 4 Welcome Passion Responsibility and Authentic Leadership
- Chapter XII Step 3 Come to the Circle
- Who Should Be Invited?
- Chapter XI Step 2 Extend an Invitation
- Chapter X Step 1 Do Your Homework Before You Start
- Eight Essential Steps for the Care and Feeding of Self-Organizing Systems
- For High Performance—Open Space!
- Three Caveats to Help You on Your Way
- Starting Point: A Mind-Shift
- Chapter IX Becoming a Wave Rider: The Care and Feeding of Self-Organizing Systems
- PART II The Wave Rider’s Guide to the Future
- Extrication
- It Can Do Substantial Damage
- It Doesn’t Work
- It Never Happens
- The Spanner in the Works: The Need for Control
- Chapter VIII A Spanner in the Works
- The Griefwork Cycle Considered
- Vision
- Open Space
- Despair
- Memories
- Denial
- Shock and Anger
- The Griefwork Process
- Chapter VII How Do We Deal with the Pain?
- Proof or Probability?
- Self-Organization in Really Big Systems
- Organizational Maps as Points of Reference
- Formal Leadership
- The Nature and Function of the Formal System
- Working to Rule
- What Good Is the Informal Organization?
- Lucy and the Informal Organization
- Chapter VI Self-Organization: The Key to High Performance Systems?
- The Hypothesis—Second Take
- Open Space Self-Organization and High Performance
- Open Space as Self-Organization
- The Bottom Line
- The Open Space Connection
- A Closer Link—The Work of Stuart Kauffman
- The Power Behind OST
- The Hypothesis—First Take
- Peter Vaill’s Behavioral Characteristics of High Performing Systems
- Authentic Leadership
- Genuine Community
- Appropriate Structure and Control
- High Play
- High Learning
- Experimental Results
- The Procedure
- The Experimental Conditions
- The Cure for Boredom and the Beginning of the Grand Experiment
- Chapter V The Open Space Experiment
- High Performing Systems in Our Midst
- A Hopeful Tale
- Breaking Through at Dupont
- Chapter IV The Anomalies
- We Need Some Help
- The Final Straw—Everything Is Moving!
- The “Worse”—Every System Has a Context
- Have We Really Thought About the WHOLE System?
- Process Re-Engineering
- The Whole Systems Approach
- The Closed System Hoax
- Unintended Consequences
- Chapter III Getting from Here to There
- A Definition of High Performance
- Toward an Understanding of High Performance
- Ending and Death
- Conflict
- Confusion
- Chaos
- High Performance Defined as the Absence of Its Opposites
- Chapter II High Performance Systems Defined
- The Behavioral Characteristics of High Performing Systems according to Peter Vaill
- Chapter I The Holy Grail: Superior Performance
- PART I Preparation for Wave Riding
- Preview of Coming Attractions
- Invitation to an Experiment
- Secret of the Wave Rider
- Needed: More Wave Riders
- Introduction Wave Rider
- Preface
- Dedication
- Also by Harrison Owen
- Copyright
- Cover
- 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
- Be Connected 更新時間：2019-01-03 11:16:30
