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The work of organizing with giant hairballs and wicked problems

In: Beyond Management

Author

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  • Mark Addleson

Abstract

Conventional thinking about work is hopelessly out of date and completely wrong, but, somehow, survives. In personnel procedures, training programs, job descriptions, and management practices in general, work consists of specific, separate, named activities, like “writing reports,” “archiving material,” “drawing up contracts,” “designing customer surveys,” “developing training courses,” and more. Work is measurable— both the effort and the results. Many business organizations bill their clients by the hour and managers expect “measurable outcomes” for each bit of work. Work is also what individuals do, alone. Who knows of an organization that pays its teams or work groups for their collective efforts? It is easy to see that these practices are hand-me-downs from the days of factory-work on production lines.

Suggested Citation

  • Mark Addleson, 2011. "The work of organizing with giant hairballs and wicked problems," Palgrave Macmillan Books, in: Beyond Management, chapter 0, pages 77-97, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-34341-2_7
    DOI: 10.1057/9780230343412_7
    as

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