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
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.
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.
thinking people decision
For example, I was discussing the use of email and how impersonal it can be, how people will now email someone across the room rather than go and talk to them. But I don't think this is laziness, I think it is a conscious decision people are making to save time.
thinking people needs
I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant, given the context of any situation
believe order people
Aggression is inherently destructive of relationships. People and ideologies are pitted against each other, believing that in order to survive, they must destroy the opposition.
organization people frustrated
In virtually every organization, regardless of mission and function, people are frustrated by problems that seem unsolvable.
work anger people
In our daily life, we encounter people we are angry, deceitful, intent only on satisfying ere is so their own needs. There is so much anger, distrust, greed, and pettiness that we are losing our capacity to work well together.
people listening benefits
There are many benefits to this process of listening. The first is that good listeners are created as people feel listened to. Listening is a reciprocal process - we become more attentive to others if they have attended to us.
ideas people soul
Life now insists that we encounter groundlessness. Systems and ideas that seemed reliable and solid dissolve at an increasing rate. People who asked for our trust betray or abandon us. Strategies that worked suddenly don't. Groundlessness is a frightening place, at least at first, but as the old culture turns to mush, we would feel stronger if we stopped searching for ground, if we sought only to locate ourselves in the present and do our work from here.
opportunity long people
A leader is one who... Has more faith in people than they do, and . . . who holds opportunities open long enough for their competence to re-emerge.
thinking people together
I think a major act of leadership right now, call it a radical act, is to create the places and processes so people can actually learn together, using our experiences
people care conversation
Very great change starts from very small conversations, held among people who care.
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.