Gaming the System : How to Stop Playing the Organizational Game and Start Playing the Competitive Game

Gaming the System : How to Stop Playing the Organizational Game and Start Playing the Competitive Game

by James B. Rieley

Hardcover

$27.00

Product Details

ISBN-13: 9780273654193
Publisher: Pearson Education
Publication date: 04/28/2001
Series: Financial Times Series
Pages: 175
Product dimensions: 6.40(w) x 9.52(h) x 0.72(d)

Table of Contents

Acknowledgementsix
Prefacex
Introductionxii
Chapter 1It is like driving at night, through the woods, in the fog, on a winding road, with no headlights1
How to increase organizational alignment7
Determining the current environment--the survey method10
Determining the current environment--the inquiry method13
Chapter 2Gee, I thought the draft ended years ago20
ConnectCo21
Chapter 3I change by not changing at all28
OsirisCo30
Chapter 4A light at the end of the tunnel ... or an oncoming train?45
DrillCo46
Incentive-based gaming50
Alignment mismatch gaming52
Chapter 5Next time, let's just solve the problem of world hunger57
WireCo58
Chapter 6Like so many dominoes in a row67
WestCo68
Chapter 7Is the steering bad or is it just the driver?76
ClassCo77
Chapter 8I love deadlines, especially the sound they make as they86
ScotCo87
Chapter 9I can smell the smoke but I can't see the fire93
Chapter 10Where is Picasso when we need him?102
GlobalCo104
Chapter 11Not quite as easy as tab A into slot B, but...125
Organizations that have focussed on urgency as a "way to live"132
Vision145
Understanding146
Thinking systemically146
The benefits of focussing on core competencies148
Bibliography151
Index157

Preface

Preface

Several years ago, I attended a workshop at which Robert Hanig talked about attitudes that people bring with them in similar situations. It struck me at the time that the attitudes he was talking about were the baggage that we all carry with us. Some of us, to paraphrase Hanig, come as vacationers - people who would rather attend the workshop than be in their normal, day—to-day jobs. Some come as sophisticates - people who have seen everything, know everything, and would probably participate on a physical basis only. Some would be there as prisoners - people who were instructed to attend, and probably instructed to learn as well. But then, Hanig said that some would also come as explorers - people who are seeking to learn more about something they already know a little about, or people who are seeking to learn about some of the things that they never even knew they didn't know. This book is all about exploring.

Change is something that we have no choice about. Change happens every minute of every day. Change is not bad; it is merely the essence of what we are all about as humans. From the moment we are conceived, we are undergoing change. We are born, we grow, we learn, we grow some more, we apply what we learn, we grow older, and then, well, we all know what happens next. We do not have any option other than to change, and to deal with the changes that we are faced with to the best of ourability. However, dealing with changes in our organizations tends to be not as easy for us. This could be for a variety of reasons. The changes that we experience directly, the changes in ourselves, are perhaps too close for us to realize on a day-to-day basis. As we get older, we rarely see the changes until we compare who we have become with who we were. This is relatively easy to do - we look at photos of the past and compare them to who we are now. That enables us to see the difference, the change we have experienced. But seeing the changes as they happen is harder. We rarely notice the changes our bodies experience unless the change is dramatic - we don't notice our heart beating until it begins to beat incredibly fast; we don't notice our breathing until we are out of breath; we don't notice our growth until our clothes don't fit as well.

We experience changes in our organizational life as well. Many of these changes are not readily visible as they happen either. But sometimes, the change can seem very dramatic - our organizations are reorganized due to a merger, our organizations change due to advances in technology, our organi-zations change due to external forces that seem out of our control. When these changes happen, we can be mystified as to how to cope with them. This book will explore how, by focussing on how to enable change, we can become more adept at dealing with its effects on our organizations, and on ourselves.

This book is meant to be an exploration - an exploration of how we arrived at where we are, and why, and an exploration of how to move our organizations to where they want to be.

The Change that we experience directly, the changes in ourselves, are perhaps too close for us to realize on a day-to-day basis.

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