Tom Galvin
Reflections on Management
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Tom Galvin
Reflections on ManagementEpisodes
Tom Galvin
Reflections on Management
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In this episode, I address a couple of critical points that drive what information is retained and what is withheld -- Who owns the information and who determines its value? And do our methods of establishing ownership and appraising knowledge
In this episode, I present the process-based meta-narrative that addresses organizational actions. Going beyond the simple models of flowcharts or sequences of steps, these metanarratives capture the ranges of possible outcomes and the paths to
In this episode, I present the preference-based meta-narrative that helps explain the way that decision makers deal with complexity -- both in terms of developing and selecting alternatives and in terms of the emotions that the decision generat
In this episode, I present the stream meta-narrative that helps capture sequences of interdependent processes that naturally flow from some sort of inputs to some sort of outputs. These metanarratives help explain complex decision spaces. I'll
In this episode, I talk about how I streamline the corporate vocabulary in the previous episode and use it to develop a meta-narrative that summarizes the full set of experiences in the organization by levels of deviation from the norm. Sound c
Words matter, and sometimes the terms used in an organizational setting differ from common definitions and therefore create confusion. This is doubly difficult for an outside observer who is trying to understand the organization's behavior. I p
How does one tell the difference between information meant for beginners versus information meant for experts? The short answer is the level of abstraction. What is meant for beginners tends to be more detailed or more prescribed than what is m
There's an inherent challenge between the organization's preferred narrative that may drive how it organizes its corporate knowledge and the way individuals sort their component parts. One narrative may not fit all perspectives. What then?
When reviewing old archives, it occurred to me that the archive serves as a window into the organization's behavior, but while the products of knowledge are present, much of the meaning behind them get lost. How did I think about rebuilding tha
Busy professionals are so awash with information, much of it irrelevant or uninteresting, that they rarely have time to go back and sort through it all and make sense of it. Instead, all this stuff ends up occupying storage space or sitting som
In this final episode of the series, I ask what does 'right' look like in how we solve social problems and re-negotiate the social contract. What must we do once we decide to get people to come to the table? The short answer, as I reveal here,
I complete the list of principles for re-negotiating the Social Contract and setting the stage for what constitutes the idea conversation for solving a complex social issue. What are principles that suggest the ideal ways that collectives deal
Along with the ideal collective that acts with justice, equality, and fairness comes the ideal member, one who fulfills the principles of duty, member responsibility, and loyalty -- principles that leaders also must fulfill while setting proper
To resolve and efficiently and effectively renegotiate the social contract, we've got to find common ground. But we have to first change the way we react to things that we strongly disagree with. That begins with finding a language that sustain
How does our assessment of how one "wins" drive us to throwing social competitions, and thus the social contract, out of balance? And even if the social contract is fixed, how can we prevent other forms of injustice from working their way in?
This episode expands on the previous episode to explain the influences of power and communication over the competitive environment. What are the characteristics of the strategies used to shape such competition and what effects do they have on t
Our focus on interpersonal relationships, though valid, is insufficient to overcome the problems in the social contract. We must also look at how we view competition and its role in societies and organizations.
This is the first episode in a multi-part series about renegotiating the social contract we globally share to addressing inequality and spur dialogue between parties who present view each other as adversaries.
Turnover can be a devastating thing to some organizations, the loss of expertise and experience, if not transferred in some way to existing members, can disrupt the organization's ability to perform at the highest level over time. I discuss two
Mandatory training serves important purposes but can be painful and ineffective in execution. Are there ways to do it better? Here I run down some of the common failings in the development of training materials for mandatory requirements, often
In this episode, I dive further into the ideas of "responsibilities" of leader. I argue here that a leader's responsibilities are more than accomplishing missions and caring for members -- it is that the organization itself acts responsibly. Fo
Tells a vignette about how a wonderfully crafted, innovative display wound up earning a last place trophy for not following the rubric. Rules may be rules, but can they sometimes get in the way of the purpose for the event?
This is a follow-on to an episode on Douglas McGregor's Theory X and Y, reflecting two different set of assumptions that managers operate with when running an organization. I recount the theories here and the assertion that Theory Y -- where ma
Sometimes change efforts success despite poor communication, or great communication doesn't lead to successful change. Why is that? I argue that the communications campaign operates one "phase" ahead of the change effort, so the levels of succe
I argue that we need new co-ed sports designed to emphasize capabilities that men and women share equally while also being fun to watch. I discuss the origins and social factors that brought about a number of existing team sports, many designed
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