 |
The cubicle itself is a good example of management space gone wrong.
|
162 |
 |
Encouragement to collaborate tends to be more of a bumper sticker slogan than an actual managerial practice.
|
174 |
 |
It is necessary… to forcibly dismantle the old system and replace it with an entirely new managerial architecture.
|
197 |
 |
…engagement [is] the central predictor of productivity, exceeding individual intelligence, personality, and skill.
|
196 |
 |
The risks of acting too slowly [are] higher than the risks of letting competent people make judgment calls.
|
209 |
 |
…today [2014], only 20 percent of workers feel empowered and act resourcefully; most feel disenfranchised or locked down.
|
212 |
 |
With rising interdependence and unpredictability, the costs of micromanagement are increasing.
|
212 |
 |
The less people’s job can be automated, the more you need them to take initiative, innovate, and think creatively. But despite the evidence of all these studies, few managers are willing to take this leap.
|
212 |
 |
…as our environment erupts with too many possibilities to plan for effectively, we must become comfortable sharing power.
|
212 |
 |
An individual who makes a decision becomes more invested in the outcome.
|
215 |
