By Chris Turner

Have you ever heard "Let's get every body at the similar web page" only one time too many? was once your most recent administration education direction simply one other plateful of warmed-over dogma? Then it is time to begin kicking up a few dirt and creating a distinction. In All Hat and No farm animals, maverick advisor Chris Turner indicates you ways to just do that. With a hearty dose of Texas humor, and with knowledge won from adventure at the entrance traces, she exposes a lot of what passes for administration knowledge as baloney and provides clean methods of wondering companies and the folk who deliver them to existence.

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That's what was so cool about camp. " Once more, campers went back to their operations full of enthusiasm and scheduled field camps. Additionally, they began to turn other activities into camplike experiences. In some locations, "camp" became a verb. When people received some hum-drum headquarters program with instructions to "roll it out"—another mechanistic notion—they would "camp it," taking the training and turning it into something experiential and fun. In the fall of 19961 was invited to a local camp.

So, as part of the study, we wanted to understand this interface. Ultimately, we placed one ethnographic team in the field. Over the course of the study, they spent time in Denver, Seattle, and Boston. They participated in all aspects of daily life, sat in on management gatherings and team meetings, worked at customer sites, and immersed themselves in the business. A second team of ethnographers studied headquarters for almost a year. I wasn't concerned about the field ethnographers' being integrated into the workplace.

The metaphor I often use for organizations is a fish tank. The people are the fish swimming in the water of the system. And the fish can't see the water. I wanted IRL to help us see the water—the stuff we just accepted as "the way things are"— so that we could clean it up. At that point IRL had not conducted an assessment of this breadth and depth. In fact, to this day, I have not heard of another ethnographic study of this scope. Intuitively I thought this approach would come closest to helping us understand Let's Cut to the Chase the deep structures and mental models of the organization; I was not sure how to convince the senior managers to do something so far out of the Xerox box.

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