Rewriting the Future: Leadership that Makes a Difference (Book Overview and Chapter One)
35 Pages Posted: 16 Apr 2007 Last revised: 19 Feb 2008
Date Written: April 13, 2007
In a book to be published in 2008, we propose three laws of performance, which we argue are at the source of the effectiveness of individuals, groups, and organizations. These laws are:
1. People's actions correlate with the way the world occurs for them. 2. How the world occurs arises in language. 3. The generative use of language transforms how the world occurs.
Organizations' success (or lack of success) is a function of what people do (or don't do). People design and implement competitive strategies, create plans, operate systems, and manage teams. For example, no matter how intelligent or artful a new strategy may be, its impact is a function of human performance.
Ironically, executives spend their time and money adjusting the systems in which people operate rather than targeting people's performance directly. The reason, we assert, is that there is no profound understanding of what is at the source of human performance and therefore, of how to elevate it.
The laws of performance presented in this book give access to designing and implementing new types of interventions that result in elevated performance - through individuals, groups and entire organizations, as evidenced by the results at Lonmin Plc (the case study of chapter one).
Keywords: Organizational behavior, organizational change, social responsibility, organizational performance
JEL Classification: D23, M14
Suggested Citation: Suggested Citation