AFTER ATLANTIS: Working, Managing, and Leading in Turbulent Times
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- $36.99
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- $36.99
Publisher Description
Based on both fundamental theory and practical experience, After Atlantis identifies a broad range of approaches that will better equip individuals and organizations not only to react in time to change but to become pro-active in creating a positive future for themselves and their organizations. It is a practical field guide to understanding and mastering turbulence within organizations and across the global marketplace.
After Atlantis takes the position that no single activity will assure success. It is grounded in the most advanced, field-tested, and robust theories about innovation and leadership, and will help organizations to construct their future with meaning and to meet the needs of their customers. The international team of contributors includes Peter Beerten and Kaat Exterbille of Belgium, Tom Lyons of Ireland, and Frank Heckman of the United States.
Ned Hamson has been editor of The Journal for Quality and Participation since 1985. His duties as editor there have brought him into close contact with leading organizations, consultants, and practitioners in the fields of quality and participation. Some of the foremost authorities who have contributed to the journal during his tenure include Tom Peters, Dr. W. Edwards Deming, Margaret Wheatley, Peter Senge, George Bush, and Bill Clinton. Mr. Hamson also conducts extensive research on international political economy.
PUBLISHERS WEEKLY
Today, most managers agree that there is no single "silver bullet" solution for their company's woes; and Hamson, the editor of the Journal for Quality and Participation, argues here for multiple "silver bullets." Companies, he contends, need to integrate a number of different approaches--including shared learning, a flexible organization and management of all aspects of customer relations--if they are to thrive. Toward that end, he has experts in each approach contribute a chapter. It is an intriguing idea but one that ultimately does not work. For one thing, some of the concepts, indeed some of the material itself, has already appeared in Hamson's journal, which features "articles by organizations which are using total quality and participation processes to improve quality, customer satisfaction, labor-management relations and productivity." These topics give the book a dated feel. In addition, because experts concentrate on their own field, it is hard for a manager to see how all these different ideas come together, let alone how they should be implemented.
