Maybe dynamic managers, the sort who send their teams to hell to fetch a pail of water, are not the final word on effectiveness. Let them blast way at us with uncaring clarity, and let us respond with texture and nuance and ambiguity. You know how this story ends. Maureen didn t just take early retirement, she was squeezed out by the pod people. Well, it's the company's loss and our gain, because the crying need in the workplace today is not for faster, crunchier numbers but deeper, better people.
Brute speed is an idiot intelligence.
I enjoyed serving this essay up for you, and I did it for free. But I am currently out of work, and a bit of revenue would gladden my heart. Think of it as a voluntary subscription. This is the first treatise on change we've seen that is actually entertaining. The authors cover human and organizational barriers to change and change theories, and then take a tour of management theory that's guaranteed to upset every reader at one point or another.