The GO Society has quietly put up the Exploration in Management training films. These films, produced for the Glacier Institute of Management and narrated by Lord Wilfred Brown, the retired Managing Director of Glacier Metal Company and Prochancellor of Brunel University, show how the radical ideas Brown developed with Dr. Jaques work from a manager’s point of view. I’m glad …
Extending Levels of Work With New Management Applications
After Glenn Mehltretter’s comments about Kinston and Rowbottom’s article from 1990, I went and got copies, OCRed them, and got Warren’s permission to post them here. This is the first, from 1989. They are useful articles and should be in someone’s database but this journal has never been electronically archived anywhere that I could find. Warren has developed these articles …
Alistair Mant speaks on Wilfred Brown and Industrial Democracy
Alistair Mant, Chairman, Socio-technical Study Group, spoke at the 2005 GO Society Conference in Toronto about his experiences and work with Wilfred Brown, the chairman of Glacier Metal Company, where the ideas about work levels were originally worked out. Mant makes the point that well before Dr. Jaques and his Tavistock colleagues came onto the scene, Brown was working to …
Where to Read More About “Work Levels” (and How They Affect You!)
You may have been sitting there, listening to me prattle on and on about this Work Levels -slash- Levels of Work -slash- Requisite Organization -slash- Real Boss -slash- whatever and have gotten to the point where your eyes are getting glazy or, more likely, they’re starting to glance about for someone else to talk to. You think they might be …
It’s About Time, Underachievers!
When last we left them, the three union men Glacier Metal Company managers had burst upon Elliott Jaques with the brilliant solution that had come to them while drinking: the reason why some people got paid more than others had to do with how long it took to get paid. My fictionalization aside, what made this any more brilliant than …
Why Requisite Organization Fails: People Don’t Like the Implications
Let’s face facts: Requisite Organization (RO) means that a lot of people (1) aren’t as “smart” as they think they are, and (2) the system in which they have succeeded is built on sand. And that’s a big reason why RO doesn’t succeed. When people read about work levels and Requisite Organization — especially Bioss’s Career Path Appreciation (CPA) and …
Why the ‘Who’ in meetings matters: A Requisite Organization approach
What happens when people in a meeting are different stratum (per Elliott Jaques’s requisite organization theory), knowing each other well enough to have some experience of each other’s capacity? Who leads? If certain people talk, does the conversation die? Does the meeting have to be facilitated by the highest stratum person? Will it be regardless, at least effectively? This got …
Increase Sales 30% In A Recessionary Flat Market
I wrote the following for another site. It will be pretty heavily edited and changed prior, but I’m pretty pleased with it as is. So I’m posting it here for y’all’s enjoyment. I will upload the image files later. They aren’t necessary but you get a good idea of the structural changes that this company underwent. When Mike Thieneman and …
John C. Maxwell on Requisite Leadership (Requisite Organization)
John C. Maxwell provides a great explanation, albeit unknowingly, of what we call “The Theory of Real Boss” in “The 21 Irrefutable Laws of Leadership”.
Requisitely Organize to Build Social Capital at Work
Can Elliott Jaques’s theory of Requisite Organization and trust-building hierarchies mesh with Francis Fukuyama’s social capital arguments regarding trust and trust-building within a culture? According to Jaques in the introduction to Requisite Organization: A Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century (1996) the aim of requisite organization theory of management structure is: to develop …