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 | Don't forget, we have reviewed DOZENS of books. See more reviews here. All these books reflect our approach to issues of leadership and organizations. Go here to find out more about how we help organizations. You can also learn more about Jamie Notter's thinking about these issues on the Get Me Jamie Notter blog. And if you want to get on our mailing list (no more than four updates per year), sign up here. We write books, as well as review them. Don't forget to check out the books that we have for sale. Need more info? CALL JAMIE: (240) 603-7693 (or email). |  | |||||||||||||||||||||
 | by Patrick Lencioni | ||||||||||||||||||||||
Lencioni is by far my favorite business author, for several reasons. First, he focuses his attention on the role of the senior management team in solving ANY organizational problem. I agree that the senior team is the place in an organization with the most leverage. Small changes there can create larger change organization-wide. Second, he tells stories. All of his books start with a brief and compelling story about a fictional organization (or in this case consultant) who has to deal with tough issues (in this case, silos in his client companies). Seeing how Lencioni's theory plays out in the fictional stories makes it much more understandable and applicable. Of course, if you're not interested in the story, you can still skip to the last section of the book and read the theory directly. It is also clearly written and understandable. This book obviously tackles the issue of silos, about which nearly every organization complains. It certainly makes sense to break work down into departments, but the downside is they then turn inward and end up fighting for resources or attention, or simply fighting. Lencioni points out in the book that the one time you do NOT find departments squabbling is when there is a crisis. Emergency Rooms, for instance, he argues rarely have the departmental fighting that you see elsewhere in a hospital, because they are constantly in crisis mode. The answer, of course, does not include creating constant crisis in an organization, but he does suggest a new way of looking at strategy. I won't give any more away. You really should get the book and see what he has to say. | |||||||||||||||||||||||
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