In Going Horizontal: Creating a Non-hierarchical Organization, One Practice at a Time Samantha Slade has captured in plain language how to achieve what so many of us have longed for deep down: A genuine invitation to common purpose through non-hierarchical practice, simple rules, and self-reflection. While the book’s tone feels like a conversation around Slade’s Montreal kitchen table, her guidance around “domains of practice common across all organizations” emerge from years of skilled, systematic inquiry and testing. She offers ways …
11/30 – Going Horizontal: Creating a Non-Hierarchical Organization, One Practice at a Time
November 2018 / Book Reviews
Innovative Development: Emerging Worldviews and Systems Change (Integral Publishers, 2015) is a useful volume (edited by late Tom Christensen—you did a very good job here, Tom, and I wish you a blissful journey in the afterlife, whatever and however it is in actuality) that contains papers on Spiral Dynamics (SD) and the Gravesian theory as applied to the societal dimension. The book is not an introduction into the general topic of SD but can be a companion for a more …
In the prefaces to the current book,
An Everyone Culture: Becoming a Deliberately Developmental Organization by Robert Kegan and Lisa Laskow Lahey incorporates decades of personal developmental research into the world of organizational development. Any fan of personal developmental models knows the immense contributions of Kegan to the field, and this book brings personal development into the open, into our organizational lives. Kegan and Lahey remind …
This is a good book, engaging, well written and with many interesting ideas which deserve consideration. It has the major virtue of being original and distinctive; there are no well-trodden paths here.
Reinventing Organizations by Frederic Laloux
We all want excellence and happiness. Thousands of books have been written on the topic of high performance and the secrets of success. There are two basic challenges. First, there are many competing ideas of what underlies high performance. Second, it has proven difficult to implement the theories in practice. From the huge complexity of this field, the following …
Gregory Bateson famously said: