>Just in case you haven't seen this connection, I'd recommend >you look at
>companies who have pursued the goal of becoming >"boundaryless."
in Linear Thinking LO22882, At de Lange mentioned various types of
thinking and what may become of it. I added to that list while reading
"Deming thinking" (leading to 'TQM'), "Hammer thinking" (leading to
'Reengineering'), "Jones thinking " (leading to 'Lean'). When Deming
stresses that TQM is not what he had in mind and in fact contradicts what
he had to say, then this is for me a good example of what can happen. At
wrote: "And who are surprised most -- those who stressed one essentiality
while not denying the other six."
May I ask you to expand a little bit on "Ashkenas thinking"? What is that
boundaryless organization about? Surely boundaryless does not mean without
boundaries, like permeability of a membrane is not no membrane.
"Winfried Dressler" <firstname.lastname@example.org>
Learning-org -- Hosted by Rick Karash <email@example.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>