Download All Hat and No Cattle: Tales of a Corporate Outlaw by Chris Turner PDF

By Chris Turner

Have you ever heard "Let's get each person at the comparable web page" only one time too many? was once your most up-to-date administration education direction simply one other plateful of warmed-over dogma? Then it is time to begin kicking up a few airborne dirt and dust and creating a distinction. In All Hat and No livestock, maverick advisor Chris Turner exhibits you ways to do exactly that. With a hefty dose of Texas humor, and with knowledge received from adventure at the entrance traces, she exposes a lot of what passes for administration knowledge as baloney and provides clean methods of wondering corporations and the folk who deliver them to lifestyles.

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Extra resources for All Hat and No Cattle: Tales of a Corporate Outlaw

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Not that it mattered. The new organizational charts were drawn before the survey results were in anyway. The survey was used to justify actions after the fact. The team completed a reorganization that upset the livesof a lot of people, eliminated jobs, and led to the demotions and reductions in pay for a large staff group—and the whole thing was based on untested beliefs, shaky methodology, and a pile of questionable data. The team members were hardworking, well-intentioned individuals who got caught up in all-hat-andno-cattle thinking.

We designed a meeting completely outside the Xerox mold, which I'll describe in detail in 27 28 Ail Hat and No Cattle a later chapter. The gathering—kind of a learning Woodstock—mirrored the enterprise we wanted to create: a highly participatory gathering where senior managers took on support roles as opposed to leadership roles. We used music, decorations, and video to animate the gathering. And this is how we must encourage change—by seizing opportunities to turn ordinary moments into extraordinary ones; by creating environments where people can learn together, discover together, and play together; and by doing things in a way that creates the future now.

When you ask superficial questions, you get superficial answers. Questions asked out of current organizational frames get answers out of current organizational frames. Not that it mattered. The new organizational charts were drawn before the survey results were in anyway. The survey was used to justify actions after the fact. The team completed a reorganization that upset the livesof a lot of people, eliminated jobs, and led to the demotions and reductions in pay for a large staff group—and the whole thing was based on untested beliefs, shaky methodology, and a pile of questionable data.

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