Many corporations, in their attempt to create innovative products and services, have focused on the concept of building teams. While many groups fizzle, on rare occasions the members of a group will experience an extraordinary eruption of excitement, transcending an organization's rigid confines to achieve astonishing results. These individuals, say Jean Lipman-Blumen and Harold J. Leavitt, are lucky enough to be members of a "hot group," a phenomenon they lucidly and enthusiastically describe in their ground-breaking new book Hot Groups. 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. Neither trendy fabrication nor new management fad, hot groups have existed since the dawn of civilization, perhaps invigorating groups of cavemen to hunt together furiously for food before winter's approach. Today, examples of hot groups abound in territories such as Silicon Valley, where impassioned people have blazed paths through the burgeoning computer industry. Consider the hot group that created the original Macintosh and revolutionized the personal computer market. John Sculley, who joined Apple in the early 1980s, described a "magnetic field" that surrounded the Macintosh hot group members, and Bill Gates, Microsoft's mastermind, reported that a hot programming group to which he once belonged "didn't obey a 24-hour clock." Instead, they programmed for days at a time, pausing only to eat and talk about software with fellow programmers. Here also are examples of hot groups at work in other industries: the individuals that created the blockbuster TV drama "Hill Street Blues"; the Navy and civilian personnel that transformed a standard cruiser into a guided missile cruiser in less than 12 months; and even the ad hoc crisis management group advising President John F. Kennedy during the Cuban Missile crisis. Indeed, the inspiring case studies found throughout Hot Groups illustrate that well-nourished hot groups can profoundly transform any type of organization. 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. Drawing on decades of research and experience with groups and organizations throughout the world, Lipman-Blumen and Leavitt have written an intensely engaging book about a phenomenon that will become increasingly important in our rapidly changing world. Expertly carving a path through this unmapped terrain, they lucidly demonstrate how managers and executives can ignite hot group sparks in their own organizations.
|Publisher:||Oxford University Press|
|Sold by:||Barnes & Noble|
|File size:||460 KB|
About the Author
Table of Contents
Foreword, Tom Peters
What People are Saying About This
Jean Lipman-Bluman and Hal Leavitt take the reader into the world of "hot groups," a world they know so well but remains elusive to most of us. Lipman-Blumen and Leavitt dissect the inner workings of "hot groups" with their boundlesss energy, creativity, and crystal clear sense of mission. This book will drive most readers to search for their own "hot group" experience, whether it's to be found in their work, community, or family. An extraordinary relevant book for our dynamic but chaotic times. -- (Robert C. Fisher, Schroder & Co. Inc.)
Captures the attributes of intense, task dominated teams that energize both individual and organizational effectiveness in doing what hasn't been done before. -- (Edward C. Stone, Director, Jet Propulsion Laboratory)
I haven't a question in my mind that Hot Groups will be the most important management book of '99.... It is wonderfully original. It is uncannily timely. It is gorgeously written. It is practical. It is very wise and authoritative. -- (Warren Bennis, Distinguished Professor, University of South Carolina and author of Why Leaders Can't Lead)
Q. If I want to cultivate hot groups, where do I start?
A. "Selection is the most important. Diversity is of great value. And forget about more on-the-job training that's a great conformist tool. You need to change the climate....The idea is to reward risk. You know soon enough if it's not going to work out."
Interviewed in Wired, August 1999
Hot Groups makes a passionate case for injecting strategic disorder into disciplined organizations. Packed with information, it is clearly written, superbly organized, and entirely original. Anyone who has an interest in fostering quick and real organizational change to confront a rapidly transforming world will want to read it and refer to it. -- (Barry Munitz, President, The J. Paul Getty Trust)
Jean Lipman-Blumen and Hal Leavitt's book [is] so timely...important...and, yes, hot.