In this new book, he takes the theme further, showing how great companies and their leaders develop their business knowledge into ⳥achable points of view,⟳pend a great portion of their time giving their learnings to others, sharing best practices, and how they in turn learn and receive business ideas/knowledge from the employees they are teaching.
Calling this exchange a virtuous teaching cycle, Professor Tichy shows how business builders from Jack Welch at GE to Joe Liemandt at Trilogy create organizations that foster this knowledge exchange and how their efforts result in smarter, more agile companies, and winning results. Some of these ideas were showcased in Tichy′s recent Harvard Business Review article entitled, ⍯ Ordinary Boot Camp."
Using examples from GE, Ford, Dell, Southwest Airlines and many others, Tichy presents and analyzes these principles in action and shows how managers can begin to transform their own businesses into teaching organizations and, consequently, better-performing companies
Geisler's dynamic morphologies provide a means to research complex phenomena and gain knowledge about them. They are composed of a chain of events, combined logically and temporally, and a method by which this process is studied. Geisler also contends that knowledge in the organizational and managerial sciences is only viable when it describes and explains the complex, higher-order phenomena. Therefore, theory building and research in these fields must be linked to higher-order constructs and the phenomena that they attempt to explain. This is the central notion of amplitude that Geisler introduces and describes. His book also criticizes the evolutionary epistemology view of knowledge creation and contends that knowledge in all of these fields of study in general is not evolutionary, but instead, cumulative and expansive.
Managing postindustrial enterprises in today's information-linked and globalized business environment is vastly different from managing businesses in the bygone industrial era. Being a good manager in today's world means navigating in the turbulence of a global sea of rapid-fire interaction, and coping with myriad factors that are prone to change in a seemingly unpredictable fashion. Being a good manager also means living up to one's responsibilities, not only to one's company and stockholders, but also to one's coworkers, partners, customers, and society at large-even nature.
Meeting the challenge that confronts today's managers calls for a fresh knowledge base; one that includes, in addition to the necessary technical knowledge handed down in management schools and seminars, familiarity with the dynamics that generate the seemingly unpredictable-but by no means casual and unforeseeable-patterns of change in the contemporary business environment. This book offers such a knowledge base. It brings to leading managers, and to everyone concerned with the effective and responsible management of business companies, the essential minimum of up-to-date scientific knowledge: the readily acquired foundations of evolutionary literacy.