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This is all based on Leadership and the New Science

This is all based on Leadership and the New Science

1. Using the Internet, newspapers, magazines, or television, point out two examples of organizations operating on mechanistic assumptions and two examples of organizations where leaders operate on new science assumptions.

2. What are the assumptions of new science and their implications for leaders in the 21st Century.

How are they supported by The Thinking Habits of Mind, Heart, and Imagination and The New Business Realities?
Are there any points of conflict?
What examples of these new science implications for leaders do you see in today's working environment?
How are/should leaders adapting to these new assumptions?

Explain the need for the mastery competencies suggested in Leadership From the Inside Out, that focuses on Purpose, Values, Interpersonal Relationships, and Being vs. Doing etc.?

Solution Preview

1. Organizations that operate on mechanistic assumptions are organizations that have a line structure, where command is regulated from the top. We would see this type of structure in government controlled and/or government regulated entities, like the bureau of motor vehicles, court systems, or police departments. There is little control outside of the top line of management. Mechanistic assumption organizations don't provide flexible relationships within their structure and all activities are tightly regulated and controlled.

Organizations that operate under new science assumptions are the organizations that form relationships based on progressive business models, networking, evaluation techniques, and feedback loops. New science organizations build upon what are called fusion principles - they fuse together relationships, processes, and models that work with each other in order to create an advantage in their industry. By using this type of structure, the company is able to excel in efficiency, adding to their long term viability. Examples of organizations under a new science assumption would be Google or Starbucks. Both companies incorporate the building of relationships as a direct form of conducting business. Starbucks accomplishes this through their operations and through their advanced, immense sustainability efforts. Google runs their organization under this model and continually emphasizes the relationships part of the fusion, which is an essential part of the ...

Solution Summary

This is all based on Leadership and the New Science

1. Using the Internet, newspapers, magazines, or television, point out two examples of organizations operating on mechanistic assumptions and two examples of organizations where leaders operate on new science assumptions.

2. What are the assumptions of new science and their implications for leaders in the 21st Century.

How are they supported by The Thinking Habits of Mind, Heart, and Imagination and The New Business Realities?
Are there any points of conflict?
What examples of these new science implications for leaders do you see in today's working environment?
How are/should leaders adapting to these new assumptions?

Explain the need for the mastery competencies suggested in Leadership From the Inside Out, that focuses on Purpose, Values, Interpersonal Relationships, and Being vs. Doing etc.?

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