The responsibility virus : stop taking charge or taking orders and start making critical decisions
著者
書誌事項
The responsibility virus : stop taking charge or taking orders and start making critical decisions
FT Prentice Hall, 2003
大学図書館所蔵 全1件
注記
Originally published: New York : Perseus, 2002
Includes bibliographical references and index
内容説明・目次
内容説明
This book is brilliant, and well worth studying." Marketing Business, January 2003
Your business faces a challenge. The usual management suspects lock themselves in a meeting room and frantically create a plan. The plan is, of course, secret. They try to do everything themselves. They fail. Meanwhile, everybody else sits around waiting to have the problem solved for them by the heroic managers. They don't get the full picture; they don't buy into the plans.
Recognize these symptoms? It's the responsibility virus at work.
What makes some people in organizations run from blame while others claim credit for everything? Why is it that so many important decisions get left to so few managers? Why do some people always take charge while others simply take orders?
The Responsibility Virus is a cycle of failure driven by people who take too much or too little responsibility for results.
Here's how to cure you and your company of the fear of failure.
From one of our most original business thinkers comes a diagnosis of the fear of failure that traps all who work in organizations - from the board room to the mail room . Complete with tried and tested tools to help everyone make better choices and decisions, The Responsibility Virus will help you to share the burden of leadership and spread responsibility.
"The Responsibility Virus exposes a set of crucial interpersonal processes that underpin the success or failure of any organization structure. It also helps explain why so many companies fail to make strategic choices. By offering both a compelling framework and intensely practical ways forward, the book makes an important and welcome contribution to basic knowledge about management." -Michael E. Porter, Bishop Lawrence University Professor, Harvard University
"A triumph. Few management books have ever brought such psychological insight to the question of why good people often struggle in positions of leadership. Roger Martin has changed the management paradigm." - Malcolm Gladwell, author of The Tipping Point
"Martin advances a new concept that explains under performance and defensive routines. More importantly, it can be used to generate high organizational performance around difficult issues, and do so in such a way that the solutions not only work, they persevere. The book is full of concrete examples and stories that will grab the readers attention."
- Chris Argyris, James Bryant Conant Professor of Education and Organizational Behaviour at Harvard Business School
"Full of provocative insights that strike so many chords of self-recognition. Martin doesn't just identify a common and deadly management failing but provides the road map to get out of the problem and win." -Tina Brown
World-class consultant and business school dean Roger Martin leaps outside the box of contemporary management thinking to offer a provocative diagnosis of the problem that infects all too many organizations: the Responsibility Virus.
Drawing upon his years of experience advising companies on strategy, planning and action,
Martin shows how most poor decision-making begins at the level of individual behaviour. Because most of us will do anything to win, maintain control, and avoid embarrassment, we constantly adapt our behaviour to those around us. Trapped in this dynamic, we vacillate between taking charge and backing off, causing those around us to vacillate too.
Over-responsible leaders need under-responsible followers. And under-responsible followers need over-responsible leaders. Each provides the energy the other
目次
Table of Contents
Introduction -
Do We Need Another Hero?....................................p. 3
Section One: Dynamics of the Responsibility Virus
Chapter One - Understanding the Responsibility Virus........................p. 12
Chapter Two - Role of the Fear of Failure........................................p. 24
Chapter Three - Static and Dynamic Conservation of Responsibility..........p. 34
Section Two: Costs of the Responsibility Virus
Chapter Four - The Death of Collaboration.......................................p. 45
Chapter Five - The Development of Mistrust and Misunderstanding.......p. 55
Chapter Six - Atrophy of Choice-Making Skills..............................p. 66
Section Three: Tools for Inoculating Against the Virus
Chapter Seven - The Choice Structuring Process.................................p. 77
Chapter Eight - The Frame Experiment.......................................p. 95
Chapter Nine - The Responsibility Ladder.......................................p.108
Chapter Ten - The Redefinition of Leadership and Followership...........p.120
Section Four: Fighting the Responsibility Virus
Chapter Eleven - Mired in Under-Responsibility ...........................p. 134
Chapter Twelve - Trapped in Over-Responsibility ..............................p. 144
Chapter Thirteen - The Challenge Facing Professionals.............................p. 155
Chapter Fourteen - The Challenge for Boards of Directors .................p. 166
Chapter Fifteen - Fighting the Virus in Everyday Life.................................p. 180
Conclusion - Recognizing and Fighting the Responsibility Virus....p. 193
Notes..........................................................................................................p. 202
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