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
change organization two
Organizations 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.
motivation organization leader
Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.
responsibility organization ideas
For me, this is a familiar image - people in the organization ready and willing to do good work, wanting to contribute their ideas, ready to take responsibility, and leaders holding them back, insisting that they wait for decisions or instructions
organization decision action
Aggression is the most common behavior used by many organizations, a nearly invisible medium that influences all decisions and actions.
letting-go organization appreciate
As we let go of the machine model of work, we begin to step back and see ourselves in new ways, to appreciate wholeness, and to design organizations that honor and make use of the totality of who we are.
organization energy workplace
Power in organizations is the capacity generated by relationships. It is an energy that comes into existence through relationships.
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.
organization people frustrated
In virtually every organization, regardless of mission and function, people are frustrated by problems that seem unsolvable.
order organization confusing
We have created trouble for ourselves in organizations by confusing control with order.
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.
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.