Product 44886 (96311) has no authors
Published in:
"Harvard Business Review",
1996
Published by:
Harvard Business Publishing
Length: 4 pages
Abstract
Increasingly, work in today''s corporations unfolds in small, temporary groups where the stakes are high, turnover is chronic, foul-ups can spread, and the unexpected is common. Karl E. Weick finds lessons for senior managers watching over such groups in an unusual source: Norman Maclean''s 1992 book, Young Men and Fire, which reconstructs the circumstances of a deadly fire in Montana''s Mann Gulch that claimed the lives of 13 young men. The author believes that corporate leaders can learn from this example by developing groups capable of improvisation, wise behavior, respectful interaction, and communication.
About
Abstract
Increasingly, work in today''s corporations unfolds in small, temporary groups where the stakes are high, turnover is chronic, foul-ups can spread, and the unexpected is common. Karl E. Weick finds lessons for senior managers watching over such groups in an unusual source: Norman Maclean''s 1992 book, Young Men and Fire, which reconstructs the circumstances of a deadly fire in Montana''s Mann Gulch that claimed the lives of 13 young men. The author believes that corporate leaders can learn from this example by developing groups capable of improvisation, wise behavior, respectful interaction, and communication.