July 2007
Intermediate to advanced
384 pages
9h 56m
English
book
The Organizational Network Fieldbook: Best Practices, Techniques, and Exercises to Drive Organizational Innovation and Performance
by Rob Cross, Jean Singer, Sally Colella, Robert J. Thomas, Yaarit Silverstone
Content preview from The Organizational Network Fieldbook: Best Practices, Techniques, and Exercises to Drive Organizational Innovation and Performance
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13.1. Diagnosing the Problem
The team began by tracking a series of decisions (related to matters ranging from strategy and operations to talent management and pricing) as they made their way through the organization. All the while, the team recorded the duration and ultimate result of each participant's involvement in these strategic decisions. The team then built decision-process maps based on the findings. Figure 13.1 depicts the kinds of information gained from this process.
These efforts revealed troubling news. For one thing, decisions at Cedarwood tended to involve too many people—perhaps a legacy from the company's start-up days, when everyone had a hand in all decisions. In addition, many decisions (minor and major alike) escalated ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.