Post by account_disabled on Dec 30, 2023 4:57:43 GMT
Faced a dismal future. Conflicts between management, labor, local communities, and dysfunctional organizational silos are so pervasive that it is difficult to discern any collective vision for the company. So as one of his first actions, Mills convened top leaders from the company, as well as unions, tribes and local communities, for two days of carefully crafted conversations. Engagement goal? Envision a new and exciting future for and its stakeholders. Mills appealed to the common humanity of delegates to promote the idea that people can create exciting things by working together as human beings. Over the next two days, the conversation shifted from initial hostility to something they could build together.
Stakeholders begin to see themselves in the future, their interests, and their potential contributions. Mills' approach relies on a unique and powerful perspective rare among executives: the ability to see organizations as fundamentally linguistic entities. From this perspective, dialogue is the first organizing principle of organizational management. By conversation we mean any form of verbal communication, from Job Function Email List speaking and listening to writing and images. Simply put, a company is the sum of all enterprise conversations, which we call a conversational network. Conversation in the context of leadership Researchers note that compliance-based command and control organizations are less feasible in today's globally diverse business networks, where business success may depend on working with partners and Collaborative value creation for customers.
The conversational network framework is a logical extension of this perspective. It points to a fundamental enterprise reality: Conversations, acknowledged or not, are always happening; however, unacknowledged conversations are not managed or led. Managers think passing on memos, directives, and policies constitutes conversation, but these are often just the subject of real, informal conversations that are already happening within the larger network. Identifying and managing conversational networks can enrich and accelerate diverse information flows.
Stakeholders begin to see themselves in the future, their interests, and their potential contributions. Mills' approach relies on a unique and powerful perspective rare among executives: the ability to see organizations as fundamentally linguistic entities. From this perspective, dialogue is the first organizing principle of organizational management. By conversation we mean any form of verbal communication, from Job Function Email List speaking and listening to writing and images. Simply put, a company is the sum of all enterprise conversations, which we call a conversational network. Conversation in the context of leadership Researchers note that compliance-based command and control organizations are less feasible in today's globally diverse business networks, where business success may depend on working with partners and Collaborative value creation for customers.
The conversational network framework is a logical extension of this perspective. It points to a fundamental enterprise reality: Conversations, acknowledged or not, are always happening; however, unacknowledged conversations are not managed or led. Managers think passing on memos, directives, and policies constitutes conversation, but these are often just the subject of real, informal conversations that are already happening within the larger network. Identifying and managing conversational networks can enrich and accelerate diverse information flows.