Synopsis
In order to facilitate true change in an organization, its thinking patterns need to be the first thing to change. Your employees need more than empowerment. They need to move from doing their jobs to doing whatever is needed for the good of the entire organization. Thoughtware is the underlying platform on which every organization operates, the set of assumptions upon which the organization is structured. When you understand and change thoughtware, the tools and techniques of continuous improvement become incredibly powerful.
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Reviews
In their first book, management theoreticians Kirby and Hughes argue that most management initiatives, such as TQM and reengineering, are at best peripheral. They maintain that real change in organizations can occur only when the contextual underpinning itself is transformed. To borrow from genetics, they claim that thoughtware?the organizational DNA?needs to be altered. While not an original idea (cf. W. Edwards Deming, Out of the Crisis, 1982), Kirby and Hughes establish the weaknesses of management measurement tools currently in place, and they advocate a total-capital approach linking financial capital, tangible assets, and intellectual capital. A number of other authors have intimated similar approaches, but Kirby and Hughes provide an intellectual framework with clear contemporary examples that should be of benefit to management practitioners.?Steven Silkunas, Southeastern Pennsylvania Transit Authority, Philadelphia
Copyright 1997 Reed Business Information, Inc.
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Thoughtware
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Thoughtware: Change the Thinking and the Organization Will Change Itself
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Thoughtware: Change the Thinking and the Organization Will Change Itself
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