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Zusatztext 57524786 Informationen zum Autor Robert E. Quinn holds the Margaret Elliott Tracy Collegiate Professorship at the University of Michigan and serves on the faculty of Management and Organizations at the Ross School of Business. He is a cofounder of the Center for Positive Organizations. He has authored or coauthored eighteen books, including the bestselling Deep Change and the award-winning Best Teacher in You. He has thirty years of experience consulting with major corporations and government agencies. Klappentext Beholden to accepted assumptions about people and organizations, too many enterprises waste human potential. Robert Quinn shows how to defy convention and create organizations where people feel fully engaged and continually rewarded, where both individually and collectively they flourish and exceed expectations. The problem is that leaders are following a negative and constraining “mental map” that insists organizations must be rigid, top-down hierarchies and that the people in them are driven mainly by self-interest and fear. But leaders can adopt a different mental map, one where organizations are networks of fluid, evolving relationships and where people are motivated by a desire to grow, learn, and serve a larger goal. Using dozens of memorable stories, Quinn describes specific actions leaders can take to facilitate the emergence of this organizational culture—helping people gain a sense of purpose, engage in authentic conversations, see new possibilities, and sacrifice for the common good. The book includes the Positive Organization Generator, a tool that provides 100 real-life practices from positive organizations and helps you reinvent them to fit your specific needs. With the POG you can identify and implement the practices that will have the greatest impact on your organization. At its heart, the book helps leaders to see new possibilities that lie within the acknowledged realities of organizational life. It provides five keys for learning to be "bilingual"--speaking the conventional language of business as well as the language of the positive organization. When leaders can do this, they are able to make real and lasting change.INTRODUCTION The Reality of Possibility One day, Laura Morgan Roberts spoke at the Center for Positive Organizations. Dr. Roberts is a researcher who studies identity and seeks to understand how people can flourish at work. She spoke of modern work-life, the effort to find balance, and a terrible paradox she has identified. She pushed her clicker and a very simple slide went up on the screen. It read as follows: Overextended and Underutilized I could feel something happening. I looked around. The audience was full of professionals who work in organizations. The slide seemed to have an actual physical impact. Faces were full of pain. It was a rather remarkable moment. Many people are overworked. They live on the edge of exhaustion. This fact is publicly recognized, and there is endless discussion about how to better manage our ever-shrinking supply of time. What is not so widely recognized, however, is that many of those same people are being underutilized. Their strengths go untapped, and their unique gifts go unexpressed. They are giving all their time and energy, yet they get back only a financial return. Their pay-check is important, but it is not enough. As they pursue recognition, wealth, and security, they are infected by the epidemic of disinterest and end up joining the legions of the walking dead. Laura’s slide seemed to bring all this to the fore in three simple words. The next morning I found myself pondering Laura’s paradox. Recognizing that every coin has a flip side, I wrote this contrasting paradox: Fully Engaged and Continually Renewed While the first paradox suggests a cycle of depletion that is not easily broken, th...
