Management Archives

Peter Senge: Mental Models (Discipline 2)

What are “mental models” in Peter Senge’s The Fifth Discipline? What can you, as a leader, do to create a company culture where people strive to constantly grow and update their knowledge in line with new information? Mental models are the second discipline in Peter Senge’s framework for creating a learning organization. In practice, this means improving your ability to see the big picture by constantly assessing and updating what you think you know. Keep reading to learn about the discipline of mental models and how you can implement it in your organization.

Visionary Management Style: Serving as a Role Model

How are CEOs in visionary companies different from other CEOs? How should board members and investors be selected? In Reinventing Organizations, Frédéric Laloux discusses how upper management functions in visionary companies. He explains that the role of a CEO in a visionary company is different than it is in traditional organizations. He also discusses board members and principal investors. Keep reading to learn about Laloux’s assessment of a visionary management style.

Organizational Trust and Transparency: Treat Employees as Adults

Does your company operate on a “need to know” basis? Does management wield all of the power? Visionary companies eliminate the compartmentalization of information, and they distribute power. This transparency leads to trust. Employees feel respected, and performance increases. Read on to learn more about organizational trust and transparency.

Organizational Performance Measures: Put the Focus on Teams

What if your organization focused on team performance rather than individual performance? How would that impact feedback, conflicts, and compensation? When everyone is free to act as a self-regulated agent in an organization, it might be hard to imagine how individual performance is measured. For the most part, it isn’t. Business consultant Frédéric Laloux explains this in his book Reinventing Organizations. Keep reading to learn how organizational performance measures work in visionary companies.

Decision-Making in Organizations: Seek Advice, Not Consensus

Who should hold the decision-making power in an organization? What’s the trend in this arena? Some emerging organizations operate from a new set of rules that veer away from hierarchical structures based on power and achievement. The most counterintuitive aspect of these visionary organizations is their approach to making decisions. Continue reading to learn about this revolutionary approach to decision-making in organizations.

Reducing Errors in the Workplace: The 3 Golden Rules

What are the best ways to plan for reducing errors in the workplace? What do experts recommend? The Mythical Man-Month by Frederick P. Brooks offers guidance to managers leading large teams, especially teams coordinating detail-oriented projects with lots of moving parts. In the book, Brooks explains how to manage the inevitable errors that arise from managing teams performing complex tasks. Keep reading to learn Brooks’s three rules for reducing errors in the workplace.

Autonomy in the Workplace: Trust Unleashes Potential

How much control from above do workers need? Which is more effective for performance—regulations or trust? Frédéric Laloux surveyed successful companies that embody the mindset he believes will epitomize the next stage of human evolution. He identified a common thread of practices and philosophies. These include new assumptions about how people work—and how they’re motivated to work. Read more to learn Laloux’s findings on autonomy in the workplace.

The 4 Steps to Creating a Productive Business

What makes a productive business? How do you create a hard-working team? According to Patrick Lencioni in his book The Advantage, a productive business is one where the goals of the company are clear and communicated to everyone on the team. In addition, everyone within the company is dedicated to achieving these goals. To learn how to create a productive business that’s efficient, continue reading.

Non-Hierarchical Organizations: 3 Different Approaches

Are middle managers necessary? What are some ways to get around a top-down structure? In Reinventing Organizations, Frédéric Laloux describes “teal organizations.” The most radical departure of these visionary organizations from modern structures is the elimination of the top-down pyramid. They aren’t “flat” but fluid, with complex interrelationships determining how power and resources are shared. Read more to learn about three different structural approaches that non-hierarchical organizations use based on their size and the nature of their work.

Managing Complexity: Fred Brooks’s Experiential Advice

Looking for practical advice for managing complexity? How can you improve performance for large teams and complex projects? The Mythical Man-Month by Frederick P. Brooks offers guidance to managers leading large teams, especially teams coordinating detail-oriented projects with lots of moving parts. Its advice centers on managing and reducing complexity. Read on to learn Brooks’s groundbreaking strategies for managing complexity at IBM in the 1960s.