Finding Our Way: Leadership for an Uncertain Time
Margaret J. Wheatley
Format: PDF / Kindle (mobi) / ePub
For years, Margaret Wheatley has written eloquently about humanizing our organizations and helping people to work together more effectively and compassionately. She has shown how breakthroughs in chaos theory and quantum physics can enable organizations to function more like responsive, self-organizing living systems, rather than cold mechanisms of control. And she has gradually expanded these ideas into the wider arena of human society.
In short, Margaret Wheatley is one of the most innovative and influential organizational thinkers of our time, and Finding Our Way brings together her shorter writings for the first time, touching on all the topics she has addressed throughout her career, showing how she has applied the ideas in her books s in many different situations. “The pieces presented here”, she writes, “represent ten years of work, of how I took the ideas in my books and applied them in practice in many different situations. However, this is not a collection of articles. I updated, revised, or substantially added to the original content of each one. In this way, everything written here represents my current views on the subjects I write about.”
Provocative, challenging, at times poetic, and often deeply moving, Finding Our Way sums up Wheatley's thinking on a diverse scope of topics from leadership and management to education and raising children in turbulent times; from societal commentary to specific organizational techniques and more.
what’s meaningful to people or even understand how they get their work done. We have no option but to invite them into the design process. I know from experience that most people are very intelligent—they have figured out how to make things work when it seemed impossible; they have invented ways to get around roadblocks and dumb policies; they have created their own networks to support them and help them learn. But rarely is this visible to the organization until and unless we invite people in
artificial system of a district. It is these real systems that become clearly visible when we try to change the artificial ones. People often startle us with the ferocity with which they confront and impede our efforts. But it is these real systems we must work with if we want to effect change. All Change Results from a Change in Meaning People, like all forms of life, only change when something so disturbs them that they are forced to let go of their present beliefs. Nothing changes until we
assist in developing leaders-in-community. Each of these four describes work for those organizations focused on supporting new leadership as the means to create sustainable change, such as foundations, nongovernmental organizations, and governments. Name, connect, nourish, illuminate Name the Community Pioneering leaders act in isolation, unaware that they are part of a broader community. They act on intuition and experience, struggling to not revert to the practices of the past. They feel
elicited the similar dreams of many others. Two staff from Berkana were present at that meeting and “named the community.” Since that time in July 2001, Berkana and Pioneers of Change have partnered in supporting new leadership centers in Croatia, England, Holland, India, Senegal, and Zimbabwe. New centers continue to develop and are now supported by the Berkana Exchange. Each of these centers is absolutely unique and engaged in very different activities to develop leadership in their
disability when it comes to solving problems. In virtually every organization, regardless of mission and function, people are frustrated by problems that seem unsolvable. Every attempt to resolve a problem results in unintended consequences that dwarf the original one. Relationships worsen as people harden into opposing positions, each side insisting on its own solution, unwilling to consider alternatives. Too many problem-solving sessions become battlegrounds where decisions are made based on