Notes on the Role of Leadership and Language
in Regenerating Organizations
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It has implications for organizations that face change—namely, every organization—and provides both an explanation for why great companies fail, and how they can avoid failure. Click here for a PDF version of the publicaton, written by Hugh Dubberly, Peter Esmonde, Michael C Geoghegan, and Paul Pangaro, produced for Sun Microsystems. For a discussion of the nature of organizational change and how to execute an 'innovation agenda', see the hypothetical plan constructed as if for a client. For a more rigorous presentation on limits to organizational learning, see a paper on the application of Ashby's Law to social systems, titled Design for a Self-Generating Organization. |
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Other Links
A Model of Innovation in the form of a concept map, written by Hugh Dubberly, Nathan Felde, and Paul Pangaro, produced by Dubberly Design office for the Alberta College of Art and Design Talk given at City University of New York Graduate Center on Models of Innovation and Interaction |