Our prevailing mental model for organisation – that we must appoint a manager to acquire and manipulate resources (including the human resources) to make something happen – has been effective, even if flawed.
The consequences have been astonishing, both good and bad. So it’s deeply embedded and hard to change, no matter how evident its shortcomings become.
I think the concept of human resources encapsulates the problem. So how about this for a working title?
Working with humans: beings not resources
Lessons of Management, a loving and respectful pastiche by Roger Niven
In poetic form, calls for a privileging of the human spirit over regimentation in organisational practice
Human Beings, not Human Resources, editorial of the Summer 2015 edition by David McAra
Argues for a greater weighting of organic rather than mechanistic approaches to organising
Mining the Past to Shape Future Development, a personal reflection by David Shepherd
Proposes a more thoughtful review process to enhance the learning of managers
Many are Working on this Challenge, discussions from LinkedIn and other sources, selected by David McAra
Highlights largely unrealised possibilities for connecting to transform organisational life
Introducing Improv, Listen! Say 'Yes!' Commit! a book review by Ron East and Lin Grist
Finds this book a useful practical resource that might be augmented with reference to initiatives beyond the UK
Kindred Culture, Design Attitude, a book review by David McAra
Extols the concept of 'design attitude' shared by the design and AMED communities, and calls for us to practise what we preach.
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