The Power of Minds at Work: Organizational Intelligence in Action
2003; Volume: 8; Issue: 2 Linguagem: Inglês
ISSN
2326-3709
Autores Tópico(s)Competitive and Knowledge Intelligence
ResumoThe Power of Minds at Work: Organizational Intelligence in Action Karl Albrecht AMACOM (2003) 260 Pages, hardcover, $24.95 Reviewed by: Paula Phillips Carson University of Louisiana Synopsis According to Albrecht's Law, Intelligent people, when assembled into an organization, will tend toward collective stupidity. Importantly, though, Albrecht develops a narrative that helps organizations understand what it takes to be rather than just simply avoiding the pitfalls associated with collective dumbness. In this text, Albrecht defines the critical components of organizational intelligence or OI. Based on his personal experiences, Albrecht concludes institutions with OI share seven common traits that result in syntropy (a gain in energy made possible by the intelligent integration of resources) rather than entropy (loss of available energy caused by disorder). These seven traits of intellectual organizations include: (1) Strategic Vision - the ability to articulate and (re)evolve a 'success concept' (2) Shared Fate - a collective orientation and esprit de corps among stakeholders (3) Appetite for Change - change is seen as challenging and exciting (4) Heart - a willingness to give more than required (5) Alignment and Congruence - manifested by a coherent, logical, effective structure (6) Knowledge Deployment - the capacity to create, transform, organize, share, and apply knowledge (7) Performance Pressure - an achievement orientation that permeates the institution Each of these traits is discussed and effectively illustrated in its own chapter - comprising the bulk of the book. In the concluding two chapters, Albrecht focuses on obstacles likely to be faced by entities pursuing enhanced intelligence. These include the difficulties in implementing organization-wide change and development programs (he compares the success rates of such programs to those of diets - impressive he concludes)that facilitate the fizzle factor. Readability (1=Skim-able to 10=Requires Intense Concentration). This book rates a 7, not for purposes of reading, but in order to fully benefit from the author's wisdom. Recommended Audience This is an excellent, insightful book that will be of interest to any student of human nature. However, Albrecht aims his treatise toward: (a) CEOs and Senior Executives, and (b) others frustrated by seeing organizations block, squander, and misuse their energies. Most Interesting Part Albrecht asserts that every day when workers arrive at the company, the organization has already purchased an option on their IQ. Whether they exercise that option or not determines whether the company is a smart one or a dumb one. Most Insightful Part Albrecht insightfully delineates the seventeen basic syndromes of dysfunction that keep organizations from becoming smarter. They include: (1) Attention Deficit Disorder - senior management cannot seem to focus (2) Anarchy - a weak, divided, or distracted executive team (3) Anemia - the talented depart leaving only the losers and misfits (4) Caste System - shadow structures based on ineffective criteria such as social or professional status (5) Civil War - ideological battles within the company (6) Despotism - oppression from the top encourages avoidance behavior (7) Fat, Dumb, & Happy - an inability to see you may need to fix what isn't broken now because it will be broken soon (8) General Depression - discouragement, low morale, and diminished commitment (9) Geriatric Leadership - outdated leadership at the top (10) The Looney CEO - behavior that moves beyond colorful to maladjustment (11) Malorganization - structural arthritis and defective organizational architecture (12) The Monopoly Mentality - the inability to think competitively (13) The One-Man Band - the cowboy type of CEO that keeps others in the dark (14) The Rat Race - high burnout of talented employees (15) Silos - the organization disintegrates into isolated camps (16) Testosterone Poisoning - male dominated firms where men will be boys (17) The Welfare State - a culture of complacency While Albrecht does little to aid organizations in rectifying these maladies (he prefers to spend his effort focusing on developing the seven traits of intelligent organization), they nonetheless many induce some organizational introspection. …
Referência(s)