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As a leader, you want to keep abreast of the best readings, best practices, and best new ideas that help you lead and manage your organization. CultureConnects helps you do just that, with Leadership Connections, the only e-letter that's devoted to connecting organizational culture with bottom line benefits. In every issue our team of organizational development professionals deliver concise, thought-provoking, ready-to-use business ideas. CultureConnects is your guide to healthier, more profitable organizational culture, via innovative executive consulting and on-line services. Your charter subscription is free when you subscribe.
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EXECUTIVE BOOK SUMMARY:

Clear Leadership

by Gervase Bushe © 2001
Davies-Black Pub.
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“Clear leaders do a lot less problem solving than traditional leaders. They rely on people doing the work to solve problems. Instead of focusing on problems, they focus on solutions. They are continually looking for instances where things are going right.”

In his new book Clear Leadership, Gervase Bushe argues that “mush” in communications and relationships costs organizations a fortune. Counter-productive subgroups form. Distrust and cynicism take root. Leaders can’t see the consequences of their actions. An unhealthy “organizational unconscious” creates and acts upon a “truth” that is at odds with expressed organizational values. The enterprise suffers from poor implementation and follow-through. People stop learning from each other.

Dr. Bushe is a professor of business administration and a consultant who practices what he preaches. He explains how we get into the mush and how to get out of it, with clear prose, plenty of examples, and straightforward solutions. Consider the “mush” surrounding the subject of organizational learning. One chapter is devoted to organizational learning because Bushe is “convinced that in business the only sustainable competitive advantage is the capacity to learn faster than your competitors.” Earlier he establishes some thought-provoking definitions for learning organizations (our emphasis in italics): “I define learning as the outcome of an inquiry that produces knowledge and leads to change. All three components (inquiry, knowledge, and change) have to be present for an episode of organizational learning to take place. Knowledge that doesn’t come from inquiry is revelation, not learning. Knowledge that does not lead to change might be called conceptual learning, but without practical results it’s not organizational learning. Organizational learning takes place within the relationships that make up an organization. From this point of view, learning is social, not an individual phenomenon.”

Does your organization:

  • Suffer from “mush”?

  • Value organizational learning as a strategic competitive advantage?

  • Go beyond conceptual learning, to learning-driven change?

How CultureConnects can help.

CultureConnects facilitates culture assessments to help organizations identify gaps between intentions and actions. Through planning and marketing initiatives we help maximize your strategic capabilities. Clearly.

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Find our how we can help your organization. Contact us.

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