chapter SEVEN
Plugging In Through Practice
Each of the scenarios in Chapter Six is the result of an interview in which I asked a plugged-in manager (so described by their peers) to tell me about a time when the manager had to mix together people, technology tools, and organizational process—in a way that the manager couldn’t have learned from a book, given that this book didn’t exist! Their situations covered completely new technologies (social media), traditional organizational change (adjustments to work flow), modern global organizational design, and other common management concerns.
Broadly speaking, those scenarios and the answers of a variety of plugged-in managers suggest that the ability to plug in emerges over time and eventually results ...
