Hot Groups: Seeding Them, Feeding Them, and Using Them to Ignite Your Organization

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Overview

A hot group is not a name for a newfangled team, task force, or committee. Rather, a hot group is defined by a distinctive state of mind coupled with a style of behavior that is intense and sharply focused on its ultimate goal. Stretching themselves beyond their own expectations, members of a hot group plunge into enterprises that have the potential to change, even ennoble, their own and others' lives. Still, Lipman-Blumen and Leavitt recognize the risks inherent in loosening an organization's structural soil enough to accommodate these groups. Consequently, they address such issues as how to provide the kind of leadership required by a hot group, how to mesh a hot group with the regimented structure of the overall corporation, how managers can encourage new hot groups, and how best to cope with an overheated hot group.
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Editorial Reviews

Teresa McUsic
Lipman-Blumen and Leavitt present a thorough and detailed discussion of hot groups, a new term but not a new concept....The authors have a timely premise and identify a group that may be down the hall just waiting for a chance to light a fire under your organization.
Fort Worth Star-Telegram
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Product Details

  • ISBN-13: 9780195126860
  • Publisher: Oxford University Press
  • Publication date: 5/20/1999
  • Pages: 320
  • Product dimensions: 6.30 (w) x 9.20 (h) x 1.20 (d)

Meet the Author

Jean Lipman-Blumen is the Thornton F. Bradshaw Professor of Public Policy and Professor of Organizational Behavior at the Peter F. Drucker Graduate School of Management at Claremont Graduate University. Her recent book The Connective Edge received wide acclaim. Harold J. Leavitt is the Kilpatrick Professor Emeritus at the Stanford Graduate School of Business. He is the author of Corporate Pathfinders and Managerial Psychology.

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Table of Contents

Foreword
Preface
Pt. I Hot Groups: What They Are and Why They're Hot
Ch. 1 The Hot Group State of Mind: What Is It? Where Is.It? Why Does It Matter? 3
Ch. 2 Hot Groups: Why Now? 17
Ch. 3 How Hot Groups Think: Left Brain? Right Brain? How About Both? 35
Ch. 4 How Hot Groups Work: Fast, Focused, and Wide Open 49
Pt. II Who Leads Hot Groups? And Who Seeds New Ones?
Ch. 5 Leaders of Hot Groups I: Three Kinds of Leadership 79
Ch. 6 Leaders of Hot Groups II: Some Options for the Leader of a New Group 99
Ch. 7 Leaders of Hot Groups III: Leaders Who Seed Many Crops of Hot Groups 125
Pt. III How Do Hot Groups Operate?
Ch. 8 Hot Groups' Structures and Strategies: How Do We Get There from Here? 147
Ch. 9 Hot Groups and the Organization: A Marriage of Inconvenience? 165
Ch. 10 Using Hot Groups to Improve the Organization: Some More Marriage Counseling 177
Ch. 11 Why Some Hot Groups Fizzle While Others Sizzle: Four Cautionary Tales 191
Ch. 12 Hot Groups and the Individual: What's in It for Me? And What's Not? 211
Ch. 13 The Organizational Surround I: Where and When Do Hot Groups Thrive? 225
Ch. 14 The Organizational Surround II: Hot Groups Also Grow in Unexpected Places 239
Pt. IV An Optimistic View of What's Ahead
Ch. 15 Things Change at Different Speeds 253
Ch. 16 Differential Rates of Change Augur Glad Tidings 265
Notes 283
Index 291
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