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Management by Imagination – The Conversation – Harvard Business Review.

The perception that good management is closely linked to good measurement runs deep. How often do you hear these old saws repeated: “If you can't measure it, it doesn't count”; “If you can't measure it, you can't manage it”; “If you can't measure it, it won't happen”? We like these sayings because they're comforting. The act of measurement provides security; if we know enough about something to measure it we almost certainly have some control over it.

But however comforting it can be to stick with what we can measure, we run the risk of expunging something really important. What's more, we won't see what we're missing because we don't know what it is that we don't know. By sticking simply to what we can measure, we come to imagine a small and constrained world in which we are prisoners of a “reality” that is in fact an edifice we've unknowingly constructed around ourselves.

Continua su:  Management by Imagination – The Conversation – Harvard Business Review.

by Clif Reichard

On any given Sunday in the NFL, the heart power of the players is at least as important as the brain power of the game plan. On any given workday, the same can be said for businesses. But companies lack confidence when it comes to creating heart power in employees. They’re not sure how to do it well. So they concentrate brain power on the game plan of translating top-line dollars into bottom-line profit.

Creating heart power starts with management’s style of running the company — how much of the time executives spend leading and how much time managing. Managing has to do with matters of the brain; leading has to do with matters of the heart.

articolo completo: Engage Employee Heart-Power — Not Just Brain-Power – HBR Now – Harvard Business Review.

Illustration by Lars Leetaru

The Promise (and Perils) of Open Collaboration

Companies like IBM and P&G have prospered by opening their borders, but there are cautionary lessons from the quality movement of the 1980s.

by Andrea Gabor

The open source movement has become a force for widespread renewal and change in corporate management over the last decade. During its brief lifetime, open source has produced top-quality software, such as Mozilla’s Firefox Web browser and the Eclipse Foundation’s family of open source software projects, which serve as platforms for many of IBM’s products. The open source movement has encouraged a range of companies, from high-tech startups to technology giants, to try their hand at collaborative software development. It also has provided a model for the “open innovation” movement at such companies as Procter & Gamble Company, which have advanced their market positions by using social networks and data sharing to improve and expand product development and streamline their supply chains.

via The Promise (and Perils) of Open Collaboration.

The Fifth Discipline: The Art and Practice of the Learning Organization (Senge 1990) is a book by Peter Senge (a senior lecturer at MIT) focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations. The five disciplines represent approaches (theories and methods) for developing three core learning capabilities: fostering aspiration, developing reflective conversation, and understanding complexity.

viaThe Fifth Discipline – Wikipedia, the free encyclopedia.

A Learning Organization is the term given to a company that facilitates the learning of its members and continuously transforms itself[1]. Learning Organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment[2]. A Learning Organization has five main features; systems thinking, personal mastery, mental models, shared vision and team learning[3].

via Learning organization – Wikipedia, the free encyclopedia.