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Creating We

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Creating We

Change I-Thinking to WE-Thinking and Build a Healthy, Thriving Organization

Adams Media ,

15 Minuten Lesezeit
10 Take-aways
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Was ist drin?

Change a toxic selfish mix of politics, power and control into a healthy organization that can adapt, innovate and share.

Editorial Rating

5

Qualities

  • Applicable
  • Well Structured
  • Concrete Examples

Recommendation

Author and management consultant Judith E. Glaser helps organizations deal with change and challenges. She describes real companies and managers, and tells stories of how they worked through the issues that confronted them. While her narratives are instructive, albeit peppered with "I" and "WE" jargon, the process of changing organizational beliefs and attitudes isn’t quick or easy. Therefore, even Glaser - with her expert background - can’t provide any fast ways to convert an organization from "I-centric" attitudes to "WE-centric" attitudes. Instead, she shows the difference between I-thinking and WE-thinking, and provides tools that leaders can use to instill a WE-oriented corporate ethos. Although changing an organization’s culture is a matter of great patience, getAbstract.com believes that managers who study this book’s concepts will be able to boost their companies’ productivity, adaptability and internal cooperation - over time.

Summary

Turning Unhealthy Organizations into Healthy Ones

When employees focus on what’s best for their careers instead of considering what’s best for their company, they create an organizational environment where people protect their territories, shift blame to others, focus on making the manager happy and forget about the customers. An organization must change its employees’ attitudes and overcome these challenges to become "WE-centric."

Judith E. Glaser’s life-changing journey began with a discovery she made while working with her husband, the president of a pharmaceutical company that was researching a cure for cancer. His company worked with the idea of reminding cells how to be normal, which in turn would make them healthy. In tests, the company injected a compound - a peptide - into cancerous cells to try to help those cells possibly revert to normal behavior.

In 2001, Glaser discovered that she had a fast-growing cancer. Instead of keeping the news to herself, as her mother had done when she had cancer, Glaser reached out to her friends and family, and gained strength from their support. Her husband’s lab had made strides with its drug, but it faced years of ...

About the Author

Judith E. Glaser is an executive and management coach who helps organizations with leadership, culture, and dealing with competitive challenges. She is also the author of The DNA of Leadership.

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