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Abram, David humans’ caretaking place in the world, 74 the world “exceeds our grasp,” 207 accountability (peer-to-peer), 56, 120, 132, 184, 189, 197, 215 a watch-word of stewardship, 151 a way of being, 164–5 contrasted with compliance, 165–6 conversations for, serve two purposes, 167–8 replacing compliance with, 173–8 the public face of responsibility, 163 activists taking charge at work, 4, 124 business as usual is not an option, 170 conversations for aligning, what to do, 156, 169 creating a new language of work, 148–9 face three kinds of challenges, 134–5 finding partners, 193–4 following the examples of agile programmers, 137 framing the options for, 60 getting hierarchy out of the way, 180–1; not on management’s terms, 187–8; flying under the radar, 188–90; information technology (IT) has a limited role, 190–2 keeping each other engaged, 196–7 knowing your purpose, 194–5 questions for, 148, 197 roles of, 151 walk a tightrope, 147 where to begin, 138 agile (approach to software programming) 113–19, 238n, 239n agile manifesto, 113 care is secret ingredient in, 120 practices contrasted with waterfall method, 113–14, 116–17 response to limitations of management methods, 114 role of standups and questions to ask, 118–19 “scrum” explained, 118–19 adaptive work, 93, 109, 161, 185, 237n contrasted with technical work, 93 from the “dance floor” and “balcony,” 185, 250n involves values, attitudes, beliefs, relationships, 109–10, 161, 185 leading, 185 aligning about negotiating meaning, 162 accountability is essential for, 167 always a temporary state, 94 can be hard work, 152–3 conversations enable, 71, 153 ending apartheid in South Africa, 95, 186–7 has to with attitudes, values, relationships (adaptive work), 109, 153, 230n, 233n hierarchy is an obstacle to, 180 intensely social, 137 policy issues and, 246–7n the “bottom line” of organizing, 94, 183 alignment and the goodness of work, 203 can be interpreted in a mechanical way, 233n does not mean equal commitment or common goals, 96 Etienne Wenger’s view, 56 explained and contrasted with the management concept, 95–6 in the view from the top, 95 is in the eyes of participants, 95, 96 produces synergy, 76, 228n appreciative inquiry, 246n Bennie, Jeff, author of Jeff’s journal, 26, 29 Benner, Patricia, writing about care, 123 bottom line, see efficiency 267 268 Index boundaries in networks are more visible from the “balcony” than on the “dance floor,” 185 few among friends and close associates, 76 loose and flexible, never clear, 41, 42, 159 negotiating (a thread in the work of organizing), 86–91 organizing across, 134–5, 168–9, 187 BP (oil company, aftermath of rig explosion), 210, 255n, 256n breakdowns at work, 9–13 behind these, 22–3; missing conversations, 154, 157 differences in outlooks contribute to, 114 large scale, 9–10 smaller scale, 10–11 systemic and systematic, 12–13 when people don’t care, 127 with tragic consequences, 11–12, 219n Brown, John Seely and Paul Duguid, knowledge as “sticky” or” leaky,” 76 bureaucracy is bad for knowledge-work, 5, 22, 76, 170 see also hierarchy, competition at work business books offer simple recipes, 8 steer clear of organizing, motives, values, 25–6 tell a misleading story, 9 don’t explain good work, 200 business process reengineering (BPR), 235–6n at Jet Propulsion labs, 104–6 processes became tools, 106 the real work of organizing is missing, 109–12 unfilled promise, 103–4 care in work essential to good work, bridging boundaries, sharing knowledge, 123–4 necessary for human-centered work, 120 nursing compared with data-oriented medical practice, 122–3 practical and has to do with relationships, moral stance, 123–4; communities of practice, 133 secret ingredient of agile practices, 121 case studies the work of organizing (a reorg), 78–80 why strategic initiatives fail: BPR at Jet Propulsion Labs, 104–5; creating Department of Homeland Security, 107–9 change happens through action, 179 shouldn’t try to win support for it on management’s terms, 187 the myth that employees always resist it, 81, 229n change management employees prejudiced against, 11, 249n initiatives at Jet Propulsion Labs, 104 “whole systems change,” 179 Chaplin, Charles, Modern Times (1936), images of industrial work, 65 Churchill, Winston, what he said about democracy applies to organizing, 44 collaboration, 76, 96, 191, 214, 219n, 220n as a “safety net,” 142 bureaucracy, hierarchy, and competition are obstacles to, 13, 171 chemistry of 46–7 hinges on good relationships, 181 importance to agile programmers, 114, 121 IT departments don’t get it, 191–2 management favors competition over, 22, 135 communities of practice (CoP), 227n, 229n, 242n an alternative to compliance, 127, 132 in the hands of consultants became a management tool, 129 exhibit the spirit of ubuntu, 133 few groups qualify, 128–9 photocopier repair technicians as example of, 129–32: do good work without constant oversight, 130; demonstrate caring relationships, 132; organize themselves, 131 competition at work, 132, 141, 158, 211 accounts for poor team-work, 11 an obstacle to sharing knowledge, aligning, 59 claimed to promote efficiency, 136, 141 contributes to systematic breakdowns, 13 cut-throat, the antithesis of cooperation, 134, 214 economists’ claims for it are unfounded, 243n encourages lack of responsibility, 158 compliance alternatives to control with, 126–9, 142 contrasted to accountability, 165–6 is central to management, 37, 59, 170, 199, 230n, 248n, 249n management confuses it with accountability, 140, 164, 167, 247 undermines creativity, 83–5, 188 ... - tailieumienphi.vn
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