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Reaction On Slides 50 56 (Cluetrain Manifesto)
Reaction On Slides 50 56 (Cluetrain Manifesto)
Reaction On Slides 50 56 (Cluetrain Manifesto)
Reaction On Slides 50 56 (Cluetrain Manifesto)
Reaction On Slides 50 56 (Cluetrain Manifesto)
Reaction On Slides 50 56 (Cluetrain Manifesto)
Reaction On Slides 50 56 (Cluetrain Manifesto)
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Reaction On Slides 50 56 (Cluetrain Manifesto)

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  • 1. 50 Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority. • Org charts of companies can be found on the web easily as compared to before.
  • 2. 51 Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia. • Command and control is a powerful thing to have but it is often abused.
  • 3. 52 Paranoia kills conversation. That's its point. But lack of open conversation kills companies. • Not everyone is comfortable talking about certain topics.
  • 4. 53 There are two conversations going on. One inside the company. One with the market. • Each has their own topics and conversations.
  • 5. 54 In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control. • We need to have a healthy and successful conversation.
  • 6. 55 As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets. • We must use things for what they are built for and not misuse them.
  • 7. 56 These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices. • Two different places and conversations. Put them all together and they are related and fits the puzzle.

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