|
|
Management:
…what makes communication effective at the workplace is that they are focused on something outside the person. They have to focus on a common task and on a common challenge. They have to be focused on the work.
|
349 |
|
|
Management:
No system designed by knowledge workers to give them the information they need for their work will ever be perfect. But, over the years, systems steadily improve.
|
352 |
|
|
Management:
Managers have to learn two things: eliminate data that does not pertain to the information they need and organize the data to analyze and interpret it.
|
353 |
|
|
Management:
…managers must focus on the resulting information and take action. For the purpose of information is not knowledge. It is being able to take the right action.
|
353 |
|
|
Management:
For the manager there is, in the end, only one way to get [information]: that is to go, personally, on the outside.
|
353 |
|
|
Management:
…it is a very old observation that few things improve the performance of a physician as much as being a hospital patient for two weeks.
|
354 |
|
|
Management:
In the long run, information about the outside may be the most important information managers need to do their work. At the same time, it is the one that still has to be organized.
|
354 |
|
|
Management:
Managers must rely heavily on the information they need for their work, the information they owe to others, and on the methods they use to turn the chaos of data in the universe into organized and focused information for action.
|
355 |
|
|
Management:
…unless it is seen as the task of the individual manager and to the leadership group to lead change, the organization… will not survive.
|
357 |
|
|
Management:
In a period of rapid structural change, the only ones who survive are those who innovate and create change.
|
357 |
