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Abstract
Margaret "Meg" Wheatley, a noted consultant, author, and educator, discusses the struggle occurring within American corporations between traditional structures and self-organizing forms, in which networks, patterns, and structures emerge without external imposition or direction. The role of a leader in an organization is changing profoundly. While some leaders have become more thoughtful, declaring, "We just can''t keep going on this way," others feel threatened by change. Wheatley argues that the preservation of personal power and status is antithetical to learning in organizations. She worries about organizational change driven by Wall Street''s concerns and not by questioning our beliefs and experience about why people work and work well together.
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Abstract
Margaret "Meg" Wheatley, a noted consultant, author, and educator, discusses the struggle occurring within American corporations between traditional structures and self-organizing forms, in which networks, patterns, and structures emerge without external imposition or direction. The role of a leader in an organization is changing profoundly. While some leaders have become more thoughtful, declaring, "We just can''t keep going on this way," others feel threatened by change. Wheatley argues that the preservation of personal power and status is antithetical to learning in organizations. She worries about organizational change driven by Wall Street''s concerns and not by questioning our beliefs and experience about why people work and work well together.