Work Naturally.
Art Kleiner has an interesting piece about Professor Karen Stephenson, the guru of social network analysis, entitled “The Quantum Theory of Trust“. It’s part of the same strategy+business series where he profiled Elliott Jaques’s requisite organization and felt fair pay work, which I’ve mentioned before. His work is always interesting and you may want to check out the rest of …
Al Gorman has sent me an article that explains in more depth some of the points about incentive systems that he has made on this site. He’s volunteered to have it posted here, so I’ve converted it to PDF for easy, non-threatening viewing enjoyment. It’s interesting that he and Harald Solaas make such similar points. I think that Solaas says …
Implicit in discussions of learning curves in organizations (and explicit in most) is the idea that focused, uninterrupted learning is best. Learning curves (which go down and to the right, please note) are descended because of doing the same thing over and over. That may not be quite the case. In “Learning by Doing Something Else: Variation, Relatedness and the …
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 …
Every Best Practice becomes a Worst Practice when you have the wrong people in the wrong places.
“MAKE MONEY FAST!!!!!” Look, if it works for spammers, maybe Requisite Organization supporters should give it a try. Making money with something is the best way to prove that it works. What requisite organization gives us is not a replacement for management or business skills, but a way to classify that mysterious “leadership” that seems to change the entire equation. …
Besides having a very entertaining title, Marc Bilodeau and Al Silvinski’s “Tolient Cleaning and Department Chairing: Volunteering a Public Service” (1994) has some interesting proofs. Basically, they want to put forth some propositions about figuring out who would volunteer to do an activity that no one wants to do but that everyone would benefit from. Specific examples can be found …
Reviewing Cass R. Sunstein’s “Deliberative Trouble? Why Groups Go To Extremes” in The Yale Law Journal, Oct 2000.
After reading Harald Solaas’s article, “Why Requisite Organization (RO) Theory Is So Difficult to Understand”, I’m pretty convinced that he’s right: the starting point for describing Requisite Organization is not mental processing — yes, it is pretty cool, even then — but that Requisite Organization represents how people naturally want to organise in hierarchies. Requisite Organization is an emergent function …
![Employees at Mid-Continent Refinery [ca. 1943 Tulsa, OK (LOC). By John Vachon]](https://i0.wp.com/www.manasclerk.com/wpress/wp-content/uploads/2013/08/2179123915_75b400bf47_o-men-group-Employees-at-Mid-Continent-Refinery-c-1943-Tulsa-OK-LOC-Vachon-John-e1377964113665.jpeg?fit=862%2C519&ssl=1)
In order, let’s go over what I think are the truths of Requisite Organization. Some of this comes from a result of reading Solaas’s article (see my other posts for a link) and some from fighting through my own questions. And, yes, I know that TSD is validated and I already have the Craddock bibliography. That wasn’t quite my question …
