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The Conversing Organization - its culture, power and potential

The Conversing Organization - its culture, power and potential

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Published by Giorgio Bertini
Conversing is the lifeblood of an organization. People who recognize this can help create a Conversing Organization (the term I will use throughout for the generic Conversing Organization, with apologies to people in nonprofit organizations).

My thesis is that 'Conversing is working; it is integral to doing good business, any sort of business.' This applies particularly in this time of rapid change with the rise of the knowledge economy, new understanding of knowledge ecology and the need for flexibility of response.

And my focus for this World Conference Systemic Management is primarily on process which underpins a Conversing Organization. I invite you to come with me to explore the origins and implications of these organizing ideas about conversing at work. When you do this you may find that you enter into deeper water than you may have expected – and that you will need to learn to paddle or surf furiously – but that it’s exhilarating journeying!

For what I outline is a way of being in which people in every kind of organization converse. By this I mean all members talk with other staff in a non confronting, non status, friendly and open way. In such a culture people feel confident and secure in expressing their ideas on matters of significance.

When this is in place, just one thing that happens is that new knowledge is created from questions that arise in conversation. And that this is precisely the knowledge which companies need to sustain their business, keep flexible in the competitive world and be enjoyable organizations to ‘work’ for.

There are many more implications of a culture of conversing, as you may come to see here!

The story of the Conversing Organization has its beginnings in my making a major switch of attention some 20 years ago. Since that time I have been on a astonishing ride, including ‘bumping into’ many remarkable people. And so what I share with you now is a synthesis of very rich experiencing.
Conversing is the lifeblood of an organization. People who recognize this can help create a Conversing Organization (the term I will use throughout for the generic Conversing Organization, with apologies to people in nonprofit organizations).

My thesis is that 'Conversing is working; it is integral to doing good business, any sort of business.' This applies particularly in this time of rapid change with the rise of the knowledge economy, new understanding of knowledge ecology and the need for flexibility of response.

And my focus for this World Conference Systemic Management is primarily on process which underpins a Conversing Organization. I invite you to come with me to explore the origins and implications of these organizing ideas about conversing at work. When you do this you may find that you enter into deeper water than you may have expected – and that you will need to learn to paddle or surf furiously – but that it’s exhilarating journeying!

For what I outline is a way of being in which people in every kind of organization converse. By this I mean all members talk with other staff in a non confronting, non status, friendly and open way. In such a culture people feel confident and secure in expressing their ideas on matters of significance.

When this is in place, just one thing that happens is that new knowledge is created from questions that arise in conversation. And that this is precisely the knowledge which companies need to sustain their business, keep flexible in the competitive world and be enjoyable organizations to ‘work’ for.

There are many more implications of a culture of conversing, as you may come to see here!

The story of the Conversing Organization has its beginnings in my making a major switch of attention some 20 years ago. Since that time I have been on a astonishing ride, including ‘bumping into’ many remarkable people. And so what I share with you now is a synthesis of very rich experiencing.

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Published by: Giorgio Bertini on Nov 11, 2009
Copyright:Attribution Non-commercial

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02/01/2013

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