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There are a few myths the contemporary management consulting crowd has championed in recent years. Forget the Four Horsemen of the Apocalypse. We’re talking more like the Four Unicorns of Utopia, galloping along on rainbows. 
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Scoop.it!
A talk, followed by Q&A, by Frederic Laloux about "Reinventing Organizations", a research and book that is turning into an international phenomenon.
Scoop.it!
We live in a world where cars can fold into themselves and may soon be levitating. However, this rapid pace of innovation in the automotive sector is not yet crossing over to cities at large. Cities are traditionally slow and resistant to change.
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(TheMIX) -- If you've spent a lifetime accumulating and wielding bureaucratic power, and if you've calibrated your career progress by the steps you've taken up the corporate ladder, or by the number of people who work for you, or the perks you've been awarded, or the scope of your authority, then envisioning a world in which leaders report to the led may be a bit daunting.
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It's time to shift from old school to new social leadership--what does that look like and how to assess if you're ready.
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The most significant leadership challenge for today's corps of business leaders is making the shift in the way they approach power.
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So far in 2014, we have seen at least two additions to the short bookshelf of essential readings for creative leaders: Pixar CEO Ed Catmull’s account (with Amy Wallace) of building and sustaining a successful creative culture, Creativity, Inc.: Overcoming the Unseen Forces that Stand in the Way of True Inspiration; and Harvard Business School Professor Linda A. Hill’s masterful guide to leading successful innovation across organizations, Collective Genius: The Art and Practice of Leading Innovation (written with Greg Brandeau, Kent Lineback, and Emily Truelove). Other recent highlights included Connected by Design: Seven Principles for Business Transformation through Functional Integration, the outstanding work about new ways to create value through brand ecosystems, by Barry Wacksman and Chris Stutzman of the legendary creative agency, R/GA; Stanford professors Robert I. Sutton and Huggy Rao’s major study of how to build up businesses successfully, Scaling Up Excellence: Getting to More Without Settling for Less; and Arianna Huffington’s manifesto for re-defining well-being, work and success, revisionist study of talent and creativity, Thrive: The Third Metric and Redefining Success and Creating a Life of Well-being, Wisdom, and Wonder.
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Today, “hierarchical” and “authoritarian” are terms describing companies no one wants to work for any more. Look beyond the rhetoric, however, and you’ll find that most firms basically look the same at the structural level, relying primarily on authority hierarchies.
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In my experience, people want to be amazing at their job. I can’t count the number of times that people had really great ideas but were powerless to implement them. I watched as they went from zealous excitement to indifferent cynicism. - See more at: http://ryancarson.com/post/61562761297/no-managers-why-we-removed-bosses-at-treehouse#sthash.kuRPSLnU.6oGVifj3.dpuf
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Lifting boundaries isn’t a matter of executive direction. It’s about re-thinking management and shifting perspective from telling people what to do to getting them excited to want to do it. We don’t need more managers, we need more leaders.
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