In this brilliant book, Margaret J. Weathley brings parallels between the theory of leadership and the quantum physics. Being an organizational consultant, not the physical by herself, she
encourages "to stop seeking after the universe of the seventeenth century and begin to explore what has become known to us during the twentieth century".
She exposes the bright conclusions from her experience of working as a consultant, and these conclusions are confirmed by quantum physics as well:
- The things we fear most in organizations - disruptions, confusion, chaos - need not be interpreted as signs that we are about to be destroyed. Instead, these conditions are necessary to awaken creativity.
- What is critical is the relationship created between two or more elements. Systems influence individuals, and individuals call form systems.
- There is no objective reality; the environment we experience does not exist "out there". It is co-created through our acts of observation, what we choose to notice and worry about.
- Acting should precede planning.
- Instead of the ability to analyze and predict, we need to know how to stay acutely aware of what's happening now, and we need to be better, faster learners from what just happened.
- We need fewer descriptions of tasks and instead learn how to facilitate process.
- Power becomes a problem, not a capacity. People use their creativity to work against these leaders, or in spite of them; they refuse to contribute positively to the organization.
- Those who have used music metaphors to describe working together, especially jazz metaphors, are sensing to the nature of this quantum world. This world demands that we be present together, and be willing to improvise.
- If a manager is told that a new trainee is particularly gifted, that manager will see genius emerging from the trainee's mouth even in obscure statements. But if the manager is told that his or her new hire is a bit slow on the uptake, the manager will interpret a brilliant idea as a sure sign of sloppy thinking of obfuscation.
- In quantum world, what you see is what you get.
- Every time we go to measure something, we interfere.
- A place where the act of looking for certain information evokes the information we went looking for - and simultaneously eliminates our opportunity to observe other information.
- Every observation is preceded by a choice about what to observer.
- We all construct the world though lenses of our own making and use these to filter and select.
- It simply doesn't work to ask people to sign on when they haven't been involved in the planning process.
- Roles mean nothing without understanding the network of relationships and the resources that are required to support the work of that person. In this relational world, it is foolish to think we can define any person solely in terms of isolated tasks and accountabilities.
- What is distinguishable and important, he says, are the kinds of connections.
- Our old views constrain us. They deprive us from engaging fully with this universe of potentials.
Based on the parallels above mentioned, Margaret J. Weathley brings lot of compelling ideas about the leadership and organizational management. This book isn't a collection of dos and don'ts, but invigorates deep creative thinking.
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