Our regional self-image is in jeopardy. Those of us who like to dominate conversations by bragging about the weather have had to find other pretexts. The Vikings, unfortunately, have not been a satisfactory substitute, nor have the political fortunes of Jesse Ventura who is actually not nearly as intellectual as he seems to be on television.
I brought an intestinal virus with me from the hospital, and it curtailed a lot of my early activities here. I have also just finished an intensive neuropsychological assessment designed to discover what brain function, if any, has been impaired by the meningitis. I came through that o. Whatever my brain-mind was good at before the illness struck is still there.
It gradually dawned on me that I really dodged a bullet last September when this staph infection was raging in my body. I could have had a good portion of my cognitive functioning impaired or even wiped out!
In other words, messages are getting sent, nerves are firing, and muscles are responding. This is very exciting to me. My freedom from that impulse is truly one of the great blessings of my entire life.
Again, my deepest thanks for all the expressions of support so many people have sent me. The time flies by far more swiftly in this facility than I would have ever believed possible. I passed two months in Courage Center a week ago and am now looking at a discharge date in the middle of March! Stay tuned. I think it was Sherron Watkins who testified that Enron had a climate of fear and unremitting performance pressure.
Most of us are probably so disgusted that it is hard to get up the energy to spell out for lay people just how an Enron climate can come to exist — how people like Fastow and Skilling can get into positions of power and control.
My big news in recovery is that I got on a stationary bike last week and actually moved the pedals in a circle for several minutes. And then I came back yesterday and did about three times as much. I think if I have muscles to move bike pedals, with enough conditioning those same muscles will let me stand and walk.
Needless to say I am thrilled. Life feels good — and I hope for you, too. Parenthetically, let me suggest that if you injure yourself halfway through a long run, contrary to your deep programming, there is NO system of ethics that demands you complete the run no matter how much pain you are in.
You would think I would have learned that lesson during 30 years of jogging, but apparently not … to my regret. I think this will be my final bit of commentary on this wonderful Web site. I managed to catch the wheelchair with one cheek yes, that kind , which was enough to keep from falling to the ground, but it was dicey there for a minute.
At Courage Center they made me show them I can get back into the chair from the floor, and now I know why. That is all just so real for me. I simply could not have gotten through this experience without it.
I do have a new learning that I would like to share with everyone. It is especially powerful for one such as me who is very analytically minded, who is constantly examining events and experiences for their possible meaning, who never thinks any subject is decided once and for all, and who takes pride in his ability to think deeply and creatively about lots of different things. Including God. Running an organization is exceedingly intricate, and certainly not a mastery of a variety of managerial competencies.
A promotion would not be to move into management; it would be to move into encouragement — and the difference is almost breath-taking. We do not have a theory of leadership or management that is independent of performance. Coaches who win games are considered great.
Coaches who lose games are not. Vaill was critical of the framing of most popular management and leadership theories. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious. For this reason, it is recognized rather than described and is known by its effects rather than by analysis.
In the early s he used that metaphor and etched it into the management field with a book of that title in He wondered whether management is, surprisingly, encouragement. He also believed this framing was consistent with the research on emotional intelligence and servant leadership.
In later work on the model, they contended that of their five practices of exemplary leadership, the most important might be Encourage the Heart , which they then gave book-length treatment.
But it also must be said that in a school of administration, management, leadership, or practice, if theory and practice do not dance with each other somehow, the learner will graduate not knowing much about practice not having gained any increment in concrete skill nor remembering any of the theories that were intended to be relevant in the future.
For Vaill, theory and practice were inextricably linked. Vaill studied at the knee of Fritz Roethlisberger who spent more than a decade working inside a single organization, the Hawthorne plant of Western Electric Company. Dark matter prevents galaxies from flying apart and has a strong influence on the structure and ongoing unfolding of the universe. Practice is everywhere.
They eschew perspectives of leadership that focus on traits, behaviors, or competencies. The second question essentially encompasses management training and education, so Vaill thought and wrote extensively about the question of how faculty and trainers educate, including writing the book Learning as a Way of Being.
The field of management has had a long-running dialogue about what percentages of teaching are divided between content and process.
Vaill recommended placing significantly more weight on the latter. In fact, he considered too much emphasis on content as losing focus. He saw the Ford and Carnegie Foundation reports of the late s as basically mandates to teach subject matter. They assumed that passing on more content would lead to better education. Inside knowledge is very context-dependent. Outside knowledge is mostly context-independent and is what faculty and trainers teach when they cover feedback skills, leadership approaches, teaming, etc.
Yet another fallacy is that we teach outside knowledge with the assumption that the learner can automatically transform it into inside knowledge. Organizational Behavior Teaching Review, 9 3 , 96— Integrating the diverse directions of the behavioral sciences. Margulies, F. Massarik, et al. San Francisio: Jossey-Bass.
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Burke Eds. San Farncisco: Pfeiffer. Journal of Management Education , 31 3 , — Organizational epistemology — Interpersonal relations in organization and the emergence of wisdom.
Bailey Eds. Process wisdom — The heart of the organization development. Towards a behavioral description of high-performing systems. Productive workplaces. Weisbord, M. Title Peter B. Authors: David W. Jamieson Jackie M.
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Boston: Houghton Mifflin. Ronken, H. Administering changes: A case study of human relations in a factory. Vaill, P. Practice Theories in Organization Development. In Academy of management proceedings , — Cookbooks auctions, and claptrap cocoons. Organizational Behavior Teaching Review, 4 1 , 3—6. The purposing of high- performance systems. Organizational Dynamics, 11 2 , 23— Managing as a performing art: New ideas for a world of chaotic change.
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