Executive Book

Summary

Compliled by Greg Wihak

Inside this Summary:

Replacing  Leadership  with    

Stewardship
Choosing
Stewardship   2

Choosing  Partnership  over  

Patriarchy  

Choosing  Adventure  over  

3
Service Over
Self-Interest
Safety   4

Choosing  Service  over    

Self±  Interest   4

Defining  the  Stewardship  

by
Contract   5

Upsetting  Expectations  

Redesigning  Management  
Practices  
5
Peter Block
6
 

Role  of  Staff  Functions   6

Ending  Practice  of  Pater-­
nalism  
6
 
Overturning  the  Class  Sys-­
tem   7
Recreating  an  Organization  
through  Stewardship   8
Cynics,  Victims,  and  By-­
standers   8
Implications  and     how  stewardship  will  promote  dramatic  changes  in  the  way  that  organiza-­
Conclusions   8
This  book  examines  what  the  phrase  "value  added"  means  in  an  organiza-­
tion.  Peter  Block  attempts  to  show  who  works  for  whom.    His  approach  runs  
contrary  to  most  business  ideas  in  this  area.  Block  explains  that  
³RUJDQL]DWLRQVWKDWSUDFWLFHVWHZDUGVKLSZLOOVXFFHHGLQWKHLUPDUNHWSODFHE\
choosing  service  over  self-­interest  at  every  point  and  by  a  far-­reaching  dis-­
WULEXWLRQRISRZHUSULYLOHJHDQGZHDOWK´:LWKRXWWKLVOLWWOHUHDOFKDQJHZLOO
result.  Stewards  practice  the  concept  of  accountability  in  the  way  they  deal  
with  people  who  they  supervise/manage.  This  book  looks  at  the  notion  of  
power  in  the  workplace  and  needing  to  take  care  of  someone.  
This  book  provides  a  roadmap  of  how  to  implement  this  philosophy  in  the  
workplace  and  why  you  would  want  to  do  this  in  the  first  place.    He  shows  
tions  are  structured,  their  policies  are  developed  and  implemented,  and  how  
the  inter-­personal  nature  will  be  substantially  different.    He  maintains  that  
the  current  business  model  which  has  self-­interest,  control  and  dependency  
as  the  foundation,  needs  to  be  replaced  with  the  values  of  responsibility,  
partnership,  and  service.  

 
Replacing Leadership with Stewardship
Two  basic  human  desires  are   come  in  waves  over  the  last  30   framework  and  a  more  strident   Amazingly  the  largest  500  
that  we  want  to  be  part  of   years.    The  first  wave  affected   push  for  student  achievement   companies  in  the  U.S.  have  not  
something  that  matters  and  that   private  industry  and  dealt  with   as  it  relates  to  financial  inputs.   created  one  new  job  since  
we  want  the  things  we  do  to  be   market  responsiveness,  im-­ 1974!  
The  next  wave  on  the  horizon  
successful.    In  doing  so  we   proved  quality,  and  reduced  
is  aimed  at  governments.     There  is  a  need  to  look  at  gov-­
ensure  continuity  for  the  people   costs.      
Being  more  responsive  and   ernance  rather  than  manage-­
that  follow  us  in  our  organiza-­
The  second  wave  hit  the  health   smaller  will  be  a  challenge  for   ment.    Governance  refers  to  
tions.      
care  industry  and  forced  them   this  sector.   how  each  individual:  
7KLVFKDSWHUORRNVDW³OLYLQJ to  look  at  their  patients  as  cli-­
With  80  %  of  the  new  jobs  in   Defines    a  Purpose  
RXWGHPRFUDWLFYDOXHV´DQGKRZ ents.      
the  U.S.  being  created  by  com-­
current  business  practices  do   Holds  power  
The  current  wave  we  are  riding   panies  with  less  than  100  em-­
not  reflect  our  democratic  prin-­
has  dealt  with  educational   ployees  we  can  see  how   Balance  wealth  
ciples.    
institutions.    In  our  province   smaller  tends  to  equal  faster.    
Changes  in  organizations  have   we  see  the  accountability    

What is Stewardship?
Stewardship  is  a  set  of  princi-­ 1.  Quality   Accountable  without  
ples  and  practices  which  deal  
2.  Service   control   ³3URVSHULW\
with  the  way  we  govern  our-­
Empowerment  is  required  for   inebriates  men,  
selves  with  a  strong  sense  of   3.  Participation  
ownership  and  responsibility  
stewardship  to  work.    Depend-­ so  that  they  take  
Stewardship  requires  that  we   ent  workers  can  not  be  present  
for  the  final  outcome.    It  is  the  
are:   delights  in  their  
for  this  to  work.    Employees  
idea  of  control  being  given  to  
need  to  be  able  to  decide  to   RZQPHULWV´²  
customers  (students)  and  devel-­ Accountable  to  the  
oping  a  self-­reliance  on  all   community  
serve  the  organization  because   John  Calvin  
they  want  to  create  the  best   (1509-­64)    
whose  lives  are  affected  by  that  
Choose  service  over   place  possible.    
institution  or  business.    It  has  
self-­interest  
businesses  focus  on    

The Stewardship Answer

Stewardship  asks  us  to  be  ac-­ does  not  have  to  be  the  case.     when  we  take  responsibility  for   institutions  are  set  up  to  force  
countable  for  the  outcomes   Giving  control  to  those  who  are   their  well-­EHLQJ´&DUHWDNLQJ these  caretakers  relationships.    
without  defining  the  purposes   closer  to  the  work  makes  sense.     in  an  organization  treats  others   You  can  care  for  something  
for  others,  controlling  others,  or   Giving  each  member  of  an   in  lower  positions  like  they  are   without  controlling  it.    I  care  
taking  care  of  them.       organization  a  say  in  what  that   unable  to  take  care  of  them-­ for  my  wife,  but  I  would  never  
organization  looks  and  feels   selves.       believe  that  I  could,  or  should,  
Does  accountability  and  control  
like,  will  result  in  a  better  or-­ control  her.  
go  hand  in  hand?    The  idea  of   The  structures  and  policies  of  
ganization.  Block  indicates  that,  
stewardship  shows  that  this   our  current  organizations/  
³ZHGRQRWVHUYHRWKHUDGXOWV

Page 2
 Executive Book Summary

Stewardship and Building Organizations

Ownership  and  responsibility   own  accountability  and  respon-­ supervisor  or  manager  is  some-­
for  the  success  of  the  organiza-­ sibility  for  product,  service  and   thing  that  every  customer  has  
tion  must  be  realized  at  every   the  customer.   heard.  
level  (from  the  bottom  to  the  
2.    Learning  to  adapt  to  cus-­ 3.    Creating  passion  and  com-­
top).    This  idea  seems  to  be  
tomers  and  marketplace.   mitment  in  employees.  
noble  and  worthwhile,  but  our  
current  organizational  structure   -­The  power  of  the  customer  has   -­Employees  who  bring  their  
do  not  look  or  act  like  this.   taken  hold  in  the  marketplace   bodies  to  work,  but  leave  their  
and  they  are  placing  increased   brains  at  home  are  common.    
Typically  business  reform  is  
demand  on  businesses  to  be   Creating  a  sense  of  ownership  
called  for  because  of  a  particu-­
responsive  to  their  wants  and   and  responsibility  for  all  em-­
lar  reason.    Three  reasons  
needs.    The  current  business   ployees  is  the  goal.    The  ques-­
would  be:  
In  business,  men  do  not   model  gives  little  power/control   tion  is  how  can  you  ensure  
arrive  at  totalitarian   1.    Doing  more  with  less   to  those  individuals  who  are   employee  commitment  when  
methods  because  they  are   interacting  with  the  customers   job  security  is  not  guaranteed.  
-­Quality  requires  a  decision  to  
evil,  but  because  they  wish   daily.    Having  to  check  with  a  
to  do  the  good  in  what  
seems  to  them  the  most  
efficient  way,  or  because   Choosing Partnership over Patriarchy
they  wish  merely  to  
survive,  or  with  no  more  
Patriarchy  is  a  belief  system   sions,  the  middle  managers  im-­ attention  to  measurement  than  
evil  intent    than  to  
that  attaining  a  common  goal   plement,  and  those  at  the  bottom   to  the  outcome.  
prosper.  
requires  that  all  levels  of  an   execute  them.    
Earl  Shorris    
organization  need  to  give  their  
  Consistency  
attention  to  maintaining  control,   Patriarchy  has  bred  self-­
  -­Need  for  a  common  way  of  do-­ centeredness  and  self-­interest  
consistency  and  predictability.      
ing  business  within  an  organiza-­ and  is  at  the  heart  of  bureauc-­
Control  
tion.     racy.      
-­There  is  a  clear  line  of  author-­
Predictability  
ity  that  starts  at  the  top  and  
ILOWHUVLWV¶ZD\GRZQ7KH -­Desire  to  measure  things  that  can  
leader  makes  the  major  deci-­ be  measured.    Leads  to  a  greater  

Partnership   1.   How  would  partners   2.   Right  to  Say  No  

handle  this?  
The  command  and  control  sys-­ 3.   Joint  Accountability  
Partnership  is  the   tem  is  what  we  are  familiar   2.   What  policy  or  structure  
willingness  to  give   4.   Absolute  Honesty  
with.    The  opposite  idea  has   would  we  create  if  this  
more  choice  to  the   -­There  needs  to  be  contact  
many  names,  but  has  minimiz-­ were  a  partnership?  
people  we  choose  to  
ing  bureaucracy,  cutting  costs,   without  control  in  this  relation-­
serve.   -­In  a  partnership  there  is  a  bal-­
  and  improved  customer  service   ship.  We  need  to  learn  to  ask  
ance  of  power.  
Peter  Block   at  the  heart.    The  partnership   questions,  make  simple  direct  
alternative  has  two  questions   Four  Requirements  of  Part-­ statements,  live  with  not  getting  
that  can  be  asked  in  all  areas  of   nership   our  way,  and  to  be  a  boss  with-­
business.   out  playing  a  role.  
1.   Exchange  of  Purpose  

Page 3
 Professor Keith Walker

Choosing Adventure over Safety

Stewardship  places  empower-­ comes  with  a  cost  of  giving  up   moving  from  the  current  system  
ment  in  your  own  hands.    Indi-­ the  safety  of  the  present  system.         to  one  that  has  individual  em-­
viduals  are  put  in  the  position   An  employee  is  forced  to  be-­ SRZHUPHQWDWLWV¶KHDUW)RFXV
of  being  more  vital  to  the  or-­ come  the  creator  of  their  or-­ ing  on  external  forces  is  one  
ganization  that  they  belong  to.     ganization.    The  question  of,   thing  that  derails  this  empower-­
You  are  standing  on  your  own   ³$UH\RXKHUHWREXLOGDFDUHHU ment  journey.    Block  proposes  
ground  and  discovering  your   RUWREXLOGDQRUJDQL]DWLRQ"´ focusing  fifty  per  cent  of  our  
own  voice,  which  is  an  anxiety-­ needs  to  answered  with  the   work  on    ourselves  and  the  
filled  notion.    Empowerment   organization  taking  precedent.     other  fifty  per  cent  outwards  
gives  the  responsibility  of  de-­ $QLQGLYLGXDO¶VSXUSRVHPXVW with    stewardship  ideals.    Doing  
fining  purpose  to  the  individual.   come  from  that  individual  and   this  will  help  change  the  prac-­
not  from  their  boss  or  the  or-­ tices,  policies  and  structures  of  
Empowerment  without  commit-­
ganization.   our  organizations.  
ment  can  not  occur.    This  emo-­
tional  investment  is  one  that   The  adventure  comes  from  

Choosing Service over Self-Interest

Stewardship  requires  trust  in  those  who  in  leadership   -­Need  to  be  a  good  human  being  with  strengths  and  vul-­
positions.    These  leaders  hold  our  trust  and  therefore   nerabilities.    Must  work  on  ourselves  first.  
need  to  place  service  ahead  of  their  own  self-­interest.    
3.   What  is  true  is  known     to  each  of  us.  
In  serving  others  the  leader  must  give  up  control.  
-­Stewardship  is  based  on  the  understanding  that  the  
*DQGKL¶V7KUHH(OHPHQWVRI6HUYLFH±Based  Power  
knowledge  and  the  answers  are  found  in  themselves.  
1.   Power  is  granted  from  those  below.  
 
2.   Our  Contribution  is  our  humanity.  

Revolution 101³Teaching the Ruling Class ³,IZHXVHSRZHUDV

an  act  of  service,  then  
we  are  required  to  let  
The  move  from  self-­interest  to   Block  refers  to  the  ruling  class   creates  barriers  in  quality  im-­ go  of  the  idea  that  we  
service  is  a  revolutionary  idea   as  the  managers  and  executives   provement  and  is  very  expen-­ should  be  waited  
XSRQ´  
for  the  current  ruling  class.    It   of  our  organizations.    These   sive.  
requires  a  re-­distribution  of   positions  control  most  of  the  
The  separation  of  doing  the  
power  back  to  the  rightful  own-­ decisions  and  the  resources.    
work  from  managing  the  work  
ers.    This  is  an  idea  that  chal-­ They  have  separated  them-­
VXEYHUWVDQLQGLYLGXDO¶VSRZHU  
lenges  the  beliefs  of  the  current   selves  from  the  working  class.    
PRGHO³6WHZDUGVKLSHQDEOHV Two  problems  with  this  mana-­
WKHXVHRISRZHUZLWKJUDFH´ gerial  class  structure  are  that  it  

Page 4
 Executive Book Summary

Service with Power and Empowerment Governance Structural Requirements

1.   Affirming  the  spirit  

-­We  all  want  to  be  a  part  of  something  that  matters.    Affirmation  needs  to  come  from  the  individual  who  owns  and  is  responsible  for  their  ac-­
tions.  

2.   Control,  consistency,  and  predictability  are  not  working  

-­Seen  in  the  struggle  between  patriarchy  and  partnership.    Balancing  power  and  accountability  is  what  is  required  for  governance.  

3.   (PSRZHUPHQWUHTXLUHVWKDWHDFKPHPEHULVUHVSRQVLEOHIRUFUHDWLQJWKHRUJDQL]DWLRQ¶VFXOWXUHGHOLYHULQJRXWFRPHVDQGTXDO
ity  of  their  own  experience  

-­Leadership  does  not  have  to  come  from  the  top  down  and  neither  does  reform.  

4.   Reintegration  of  the  managing  and  doing  the  work.  

-­Two  class  system  of  managers  and  workers  needs  to  be  changed.    This  system  reflects  self-­interest  over  service.  

3DWULDUFK\FDQQRWEHXVHGWR³GLUHFW´PRYHPHQWWRZDUGFXVWRPHUVHUYLFHTXDOLW\LPSURYHPHQWDQGFRVWUHGXFWLRQ  

6.   Control/power  structures  located  at  the  top  and  has  created  class  system.  

-­These  are  obstacles  to  quality  and  service.  

Stewardship Governance Principles

³,WLVDPLVXVHRISRZHUWR 1.   Maximize  the  choice   4.   Yield  on  consistency   7.   End  secrecy.  
take  responsibility  for   for  those  closest  to  the   across  groups,  and  sup-­
8.   Demand  a  promise.  
solving  problems  that   work.   port  local  solutions.  
9.   Redistribute  the  wealth.  
EHORQJWRRWKHUV´   2.   Reintegrate  the  manag-­ 5.   Service  is  everything.  
ing  and  the  doing  of  the  
6.   De-­glorify  management  
work.  
as  a  job  title  and  de-­
³7KHVWHZDUGVKLSFRQ 3.   Let  measurements  and   mystify  the  staff  func-­
controls  serve  the  core   tions.  
tract  is  the  balancing  
workers.  
pole,  the  middle  way  
between  dominance  
DQGDEGLFDWLRQ´  
The Emotional Work of ³:KHQZHWHOO
Stewardship subordinates  we  
can  no  longer  take  
care  of  them,  we  
also  need  some-­
-­Rational  wants  can  be  fulfilled   one  for  these  things  is  giving   thing  to  offer.    
by  others,  while  emotional   personal  control  over  to  some-­ What  we  are  offer-­
wants  can  not  be  fully  answered   one  else.    They  might  not  be   ing  is  real  choice  
because  of  they  are  made  up  of   there  next  time  you  need  them   in  defining  an  or-­
emotional  questions/doubts   to  fulfill  these  roles.       ganization  that  has  
about  our  own  lives.    Safety,   purpose  and  mean-­
The  caretaking  role  of  adults   LQJIRUWKHP´  
self-­esteem  and  freedom  pro-­
destroys  their  ownership,  re-­
vided  by  someone  else  is  not  
sponsibility  and  emotional  ac-­
empowering.    Relying  on  some-­

Page 5
 Professor Keith Walker

Redesigning Management Practices/Structures

Before  practices  can  be   -­This  would  mean  each  person   what  is  required.   -­7KLVLVDSDUWRIHYHU\RQH¶V
changed  all  members  of  the   engaging  in  this  information   job.  
4.   Purchasing  and  supplier  
organization  must  have  all  of   gathering  process.  
relationships.   7.   Reporting  results.  
the  information.    This  full  dis-­
2.   Work  flow  and  job  
closure  creates  more  knowl-­ -­Those  doing  the  work  would   -­Core  workers  meet  with  bosses  
  design.  
edge,  which  increases  personal   decide  what  is  need  to  do  it   to  discuss  results.    Produces  
power.   -­Elimination  of  specialized   most  efficiently.   fully  informed  work  force.  
departments/tasks  which  allows    
The  management  practices  of  a   5.   Quality  control.   8.   Structure  around  cus-­
IRUZRUNHUVWRGR³ZKROH´MREV
business  can  be  based  on  stew-­ tomers.  
Increases  understanding  of   -­Each  team  is  responsible  for  
ardship  by  using  the  following  
client  wishes/needs.   this  rather  than  a  separate  de-­ -­Groups  are  organized  around  
ideas  to  implement  this  change.  
partment.   customers  rather  than  geogra-­
3.   Discipline.  
1.   Managing  the  cus-­ phy.  
6.   Product  and  service  
  tomer  relationship.   -­Teams  of  workers  would  de-­
improvements.  
cide  when  this  is  necessary  and  

The Role of Staff Functions

The  definition  used  to  describe   line  workers  as  their  clients.     ess  as  their  primary   ³,IZHZDQWHGWR
staff  workers  is  the  workers   This  gives  the  line  workers   customers.  
create  staff  groups  
have  specialized  expertise   more  control  over  the  relation-­
C.   Required  to  transfer   who  lived  partnership.  
(legal,  finance,  info  servicing,   ship.  
their  expertise  to  the   We  would  set  them  up  
etc)  and  tend  to  be  in  corporate  
These  staff  groups  are:   line  workers.  
central  offices  and  tend  not  to   so  that  their  
deal  directly  with  clients.    Line   A.   No  longer  held  respon-­ Direct  billing  their  services  to   customers  had  a  
workers  are  those  who  invent,   sible  for  implementing   the  core  workers  allows  the  
choice  about  how  and  
design,  produce,  sell,  market   top  management  policy   core  workers  more  economic  
the  product/service.   and  strategy.   power.    It  also  shows  who  your   where  they  get  their  
good  people  are  because  their   VHUYLFH´  
In  the  stewardship  model  the   B.   Define  teams  involved  
services  are  requested  more  
staff  workers  need  to  see  the   in  the  core  work  proc-­
often.  

Ending the Practice of Paternalism

Block  maintains  that  human   FDUH´RIWKHHPSOR\HHV   identify  improvement  areas.     ³7KHKDQGFXIIVRI
resources  departments  have   7KHUHIRUH³LI\RXLQVLVWRQ control  become  
Currently  the  HR  departments  
³HYROYHGLQWRDFDUHWDNLQJDQG having  an  appraisal  process,  let   golden  when  they  
work  in  a  parenting  role  and  
enabling  function  whose  as-­ people  be  appraised  by  their   are  fitted  with  the  
must  move  to  a  partner  role  in  
signment  is  to  take  responsibil-­ FXVWRPHUV´,QWKHVWHZDUGVKLS promise  of  protec-­
how  they  fire,  hire,  pay,  ap-­
ity  for  the  morale  and  emo-­ approach  true  appraisal  can   tion  and  satisfac-­
praise,  train,  transfer,  and  pro-­
tional  well-­being  of  employ-­ only  be  done  by  oneself.    The   WLRQ´  
vide  benefits.  
HHV´7KHSDWHUQDOLVWLFVWDWHRI current  link  between  appraisals    
current  organizations  has  man-­ Performance  appraisals  are   and  benefits  makes  this  diffi-­ Peter  Block  
DJHPHQW³RZQLQJ´WKHHPSOR\ another  example  of  one  adult   cult.  
HHVLQH[FKDQJHIRU³WDNLQJ exerting  power  over  another  to  
 

Page 6
 Professor Keith Walker

Overturning the Class System

How  our  Pay  Practices  are  In-­ -­Belief  that  the  more  you  pay   their  departments,  or  for  the  
congruent  with  our  Service-­ someone  the  higher  their  moti-­ number  of  subordinates  
Driven  Institutions   vation  will  be.    Stewardship   (principal  allowance  structure).  
identifies  pay  as  one  of  com-­
1.   The  Class  System   5.    Private  and  Confidential  
mon  purpose.  
-­Currently  managers  are  paid  as   -­Private  industry  holds  pay  
3.    The  Best  and  the  Brightest  
much  as  possible,  while  labour-­ information  as  trade  secrets.    
ers  are  paid  lower  to  keep  costs   -­Currently  paying  for  the  best   The  system  employed  for  pay  at  
down.    Both  should  be  under   individual  performance  encour-­ higher  levels  is  not  known.    The  
the  same  pay  scale  and  every-­ ages  self-­interest,  while  stew-­ system  is  in  place  to  keep  those  
one  should  be  paid  as  much  as   ardship  recognizes  team  work.   top  executives/managers  in  
possible.  (Same  rules  for  every-­ place.    A  similar  system  is  in  
4.    We  Own  You  
one)   place  for  team  workers,  but  this  
-­  Our  current  system  pays  su-­ system  attempts  to  keep  costs  
2.  Pay  and  Performance  
pervisors  more  for  the  size  of   low.  

Patriarchy Recreating Itself

Improvement,  or  change,  initia-­ the  corporate  vision  or   4.   Results  are  short  term   the  company  mantra.  
tives  are  started  for  a  reason.     strategy.   focused  and  can  be  
7.   Use  of  reward/incentive  
However,  what  tends  to  happen   easily  measured.      
3.   Most  organizations   programs  is  another  
is  that  in  the  effort  to  improve  
have  the  top  determin-­ 5.   Creation  of  new  depart-­ way  to  recognize  em-­
patriarchy  is  used  as  the  change  
ing  what  changes  are   ments  is  another  way  to   ployees  that  have  
agent.    The  indicators  that  patri-­
needed  and  how  they   continue  the  control   bought  into  the  system.  
archy  is  behind  the  change  are:  
will  be  implemented.     mode  of  patriarchy.  
8.   Organizations  attempt  
1.   The  top  of  the  pyramid   This  gives  them  the  
6.   Common  training  pro-­ to  implement  change  
dictates  what  the  vision   power  and  it  allows  
grams  are  another  way   across  the  organization  
will  be  for  the  organiza-­ lower  levels  of  the  or-­
of  control  to  ensure  that   rather  than  allowing  
tion.   ganization  to  abdicate  
the  staff  is  getting  the   individual  departments  
their  role  in  the  change  
2.   7KHLGHDRI³HQUROPHQW´ same  message  and  are   or  facilities.  
process.  
indicates  buying  into   more  likely  to  buy  into  

How to Recreate an Organization Through Stewardship

To  create  the  ownership  and   selves  into  and  why.   initiative  of  those  anx-­ ments  to  handle  this  
responsibility  that  is  indicative   ious  for  change  and  go   change  process.  
2.   Individual  Vision²
of  stewardship  an  organization   from  there.  
Each  member  of  the   6.   Change  from  training  to  
must  do  the  following  things:  
organization  must  ex-­ 4.   The  change  must  be   learning  must  be  made.  
1.   Communicate  the  Stew-­ press  their  own  vision   done  with  the  customers  
7.   Recognition  must  be  the  
ardship  contract² and  then  take  part  in  a   in  mind.  
focus,  rather  than  ap-­
People  must  know  what   discussion  about  it.  
5.   Organizations  can  not   praisals  and  rewards.  
they  are  getting  them-­
3.   Take  the  motivation/ create  additional  depart-­

Page 7
 Executive Book Summary

Required Political Reform

The  implementation  of  any  substantial  political  reform  of  an  organization  will  require  the  following  
steps  to  be  employed.  

Step  1²Define  the  Stewardship  Contract  

Step  2²Renegotiate  Control  and  Responsibility  (done  at  all  levels)  

Step  3²Fully  Inform  People  

Step  4²Create  a  Desired  Future  

Step  5²Training  

Step  6²Form  Improvement  Teams  

Step  7²Change  Management  Practices  

Step  8²Fit  Architecture  to  Purpose  

Step  9²Redesign  the  Reward  System  

Cynics, Victims, and Bystanders

³$F\QLFFDQFKLOO Any  change  process  will  have   do  not  have  their  position  become   3.   Invite  the  other  person  
people  at  various  points  of  in-­ that  of  the  group.   to  make  the  same  
and  dishearten  with  a  
volvement  and  passion.    An   choice.  
VLQJOHZRUG´   1.   $FNQRZOHGJHWKHRWKHU¶V
acknowledgement  is  required  
position  and  discuss  your   The  power  of  the  cynic  and/or  
Ralph  Waldo   and  a  recognition  of  what  to  do  
own  doubts/concerns.   bystander  must  be  recognized  
Emerson   when  faced  with  high  levels  of  
and  dealt  with.    One  boisterous  
cynicism.    Employing  the  fol-­ 2.   Make  the  choice  despite  
cynic  in  a  group  can  drastically  
lowing  process  is  important  to   your  reservations  and  
affect  the  partnership  goal.    
ensure  that  certain  individuals   confirm  this  to  the  group.  

Implications and Conclusions

Stewardship  provides  an  excit-­ The  book  had  a  natural  flow   simplistic.   necks  out  again.  
ing  opportunity  for  the  business   and  was  one  that  forced  you  to  
Changing  the  way  you  do  busi-­ 7KHLGHDRI³VWHZDUGVKLS´KDV
and  educational  worlds  to  re-­ evaluate  your  own  personal  
ness  is  a  scary  proposition  for   LWV¶URRWVLQWKHLGHDRIUHOLJLRXV
shape  themselves.    It  provides   beliefs  on  many  aspects  of  the  
organizations.    Crisis  might   stewardship  and  environmental  
personal  empowerment  and   workplace.    The  notion  of  
force  change,  but  what  happens   stewardship.    Peter  Block  looks  
responsibility  for  where  you   power,  top-­down  models,  risk  
when  there  is  no  perceived   DVVWHZDUGVKLSDV³WKHH[HUFLVH
work  and  more  importantly,   vs.  reward,  incentives,  account-­
crisis.    The  top  down  nature  of   of  accountability  as  an  act  of  
how  you  work.   ability  are  woven  through  this  
our  businesses  and  organiza-­ VHUYLFH´%HLQJDFFRXQWDEOHIRU
book.  
Peter  Block  provides  a  road   tions  make  this  movement  to   yourself  and  doing  so  in  the  
map  how  to  get  to  this  point   An  acknowledgment  of  the   empowerment  and  personal   service  of  others  is  something  
and  he  has  indicated  some  of   power  of  the  negativity  or  re-­ accountability  very  challenging.     that  our  business  world,  and  
the  pot  holes  along  the  route   luctance  of  some  to  embrace   Lower  level  employees  who   more  importantly  our  schools,  
and  how  to  repair  the  road  as   change  was  included,  but  he   have  tried  to  initiate  change  in   should  take  a  hold  of  for  the  
you  are  on  the  journey.   provided  a  solution  to  deal  with   the  past,  but  were  shot  down   inherent  value  in  this  idea.  
this  problem  that  seems  overly   tend  to  be  reluctant  to  put  their  

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