Margaret J. Wheatley
Margaret J. Wheatley
Margaret J. Wheatleyis an American writer and management consultant who studies organizational behavior. Her approach includes systems thinking, theories of change, chaos theory, leadership and the learning organization: particularly its capacity to self-organize. Her work is often compared to that of Donella Meadows and Dee Hock. She describes her work as opposing "highly controlled mechanistic systems that only create robotic behaviors."...
NationalityAmerican
ProfessionWriter
CountryUnited States of America
anywhere appear believe leadership needs
I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed.
leadership military command-and-control
Most people associate command and control leadership with the military.
leadership taken past
I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.
leadership wall team
They have eliminated rigidity, both physical and psychological, in order to support more fluid processes whereby temporary teams are created to deal with specific and ever-changing needs. They have simplified roles into minimal categories; they have knocked down walls and created workplaces where people, ideas, and information circulate freely.
leadership believe organization
I believe that the capacity that any organization needs is for leadership to appear anywhere it is needed, when it is needed.
leadership hero roles
Leadership is a series of behaviors rather than a role for heroes.
leadership motivation real
In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions.
leadership motivation differences
It's not differences that divide us. It's our judgments about each other that do.
confronted external sources type
Organisations are now confronted with two sources of change: the traditional type that is initiated and managed; and external changes over which no one has control.
air destroying employ harm holding life massive onto people programs span
We do as much harm holding onto programs and people past their natural life span as we do when we employ massive organizational air strikes. However, destroying comes at the end of life's cycle, not as a first response.
cause created effect gone push reason solved soon
Yet we act as if simple cause and effect is at work. We push to find the one simple reason things have gone wrong. We look for the one action, or the one person, that created this mess. As soon as we find someone to blame, we act as if we've solved the problem.
command crises intelligence means solving uncertain
In these troubled, uncertain times, we don't need more command and control; we need better means to engage everyone's intelligence in solving challenges and crises as they arise.
capacity daily encounter intent losing people satisfying work
In our daily life, we encounter people who are angry, deceitful, intent only on satisfying their own needs. There is so much anger, distrust, greed, and pettiness that we are losing our capacity to work well together.
focus effort discovering
We could focus our efforts on discovering solutions that work uniquely for us.