Knowledge Work Is A Myth LO30875

From: chris macrae (
Date: 01/06/04

Replying to LO30871 --

Fred I'm not sure if I understand your point (of course we are
systematically leading to human beings not existing too)

There are many valuable stories which for me begin with cherishing the
knowledge worker (or some synonym) as the source of all value
multiplication. These include:

1) The World Class (brand) Organisation doesn't exist
In communications terms I can claim this as my 1989 book titled and
coined the term World Class Brands. Today I would say that for a world
class organisation to communicate it would need to be multiplying the
productive conversations of 3 sub-systems:
Self-, co-organising from knowledge worker up
Hierarchy of organisation for making investment decisions with authority
of transparency
Networking globally and locally with partners as no organisation is a
value island any more
See the rays of light

2) (Interactive) management doesn't exist
If it did then according to this British Standards document on the
culture of knowledge management org design would now know-do this:
Although you might look at the organisation as a number of parts there
is an entity, which operates as a whole. The cohesion can be used to
great benefit, but requires expanding views to move away from simple
cause & effect management to looking at the way in which the
organisation exhibits a system in its own right. One might draw
parallels with macro= and microeconomics, with local & global
environment, or Newtonian & Quantum mechanics. In all these instances,
both are valid and both provide descriptions relating to different scale
of perspective.
There has been a profound change in the way organisations are operating.
This change in the balance of power has rendered control over the
organisational system less and less feasible. In 1900 it is estimated
that about 95% of the people employed in the UK could not do the job as
well as their bosses could. This gave rise to the famous Peters'
principle that all managers rise to the level of their own incompetence.
Now today its estimated that 95% of the people employed can do their
jobs better than their bosses can. You cannot manage them the same way.
When you're managing subordinates who know how to do what they're doing
better than you, you don't manage what they do, but manage the way they
(you can continue this particular thread at this EU space
dateformat=%o%20%B%20%Y )

[Host's Note: The URL above will be wrapped in the mail. Undo the word
wrap to use it. ..Rick]

It seems to me that every non-existing aspect of work comes from a
failure to connect all the different schools of system thinking into
such simplicity that any boardroom regards them as vital to
organisations and MBA's as the 4 R's in kid's schools. Perhaps we
need to communally improve this map where the alumni circles of all the
different system thinking are, and invite members from each fraternity
to one big open space to sort out how we make sure transparent
leadership of big organisations exists in the future


Chris Macrae,, London & DC, 2004, Year of Transparency
-----Original Message-----
>Over the holidays I finished up several new articles for my web site.
>One seems like it might be relevant to the LO list: "Knowledge Work
>is A Myth."

>Fred Nickols


"chris macrae" <>

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