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Introduction Wave Rider
Wave Riders are curious people possessed of an innate capacity to go with the flow, constantly seizing upon opportunity when others see no possibility or even disaster. Their level of performance is consistently high, and projects are often completed in breathtakingly short periods of time, with a degree of excellence that may seem unbelievable. Not always, not in every instance——but with a regularity that sets them apart, but never alone. Together with their fellows, Wave Riders create the critical community bonds, essential for productive activity. And they bring a special gift——Leadership. Their passion and responsibility for a cause inspire others to make common cause. Not by domination and control, but through invitation and appreciation, the efforts of many coalesce as one.
Saying that Wave Riders go with the flow is not to say that they have a light regard for planning, logic, and hard work. In fact the Wave Rider may be a fanatic for planning, logical to a fault, and a total workaholic. But what sets them apart is that they also possess a clear understanding of the limitations of all three: planning, logic, and hard work. For them the Plan is the map and not the territory. Necessary, useful, but never to be confused with the facts on the ground, and certainly never to be given preeminence.
Likewise with logic. Good and useful for sure, but when the daily course of experience appears to behave in an illogical fashion, usually referred to as counterintuitive, the Wave Rider will understand that there are multiple “logics,” and it may well be that the one employed is simply inappropriate to the situation. A classic case of this phenomenon comes from the world of physics at the point where quantum mechanics made its appearance. Traditional Newtonian physicists were logical to a fault, perceiving the elegant coherence in the cosmos to be an exquisite clockworks. However, as the world of subatomic physics became the object of study, the traditional logic faltered. And those who were crafting the emerging quantum physics used the sense of illogic to advance their work. Werner Heisenberg, the originator of the Uncertainty Principle, is said to have remarked, “Your theory is crazy, but not crazy enough to be true.”2
On the subject of work——Wave Riders do indeed work very hard. They are often sticklers for detail and devote amazing amounts of time and energy to enterprises for which they have a genuine passion. When they care, they care deeply, and the effect of this caring is a devotion to their cause that others may find disturbing.
But there is another aspect to a Wave Rider’s relation to work that many will find strange. On occasion, all of their busy doing simply stops. The task lists are put away, the goals and objectives are all placed on hold. The Wave Rider is content to be there in that present moment. An outside observer might legitimately conclude that the Wave Rider has given up, but the truth is rather different. She or he has simply let go. Not to be confused with a fatalistic withdrawal from life——this letting go has a very different quality. The commitment to the original passionate concern remains unshaken, and if anything, is deepened and intensified. Rather than fatalism, there is profound awareness and trust in the deep forces which drive toward completion and fulfillment. And of equal importance is a recognition that any “doing” in the sense of organizing, managing, forcing——will not only be ineffective, but may well be counterproductive.3
Wave Riders may be found in all times and places. Some will be remembered as major historical characters, the names of others will never be recorded in the pages of history. Gandhi, for example, confounded the British Empire not only with his tireless efforts and articulate strategy (plans), but also, and perhaps more importantly, with his presence and capacity to simply be there in the present moment, apparently doing nothing. Dee Hock comes from a very different environment, the corporate world. As the founder of VISA International, Dee Hock surely did a lot, but he also well understood the need to let go and simply be there. Not the controlling/directing chief executive, but rather the appreciator of an evolving organic entity which has become one of the largest global corporations——and over which he had no control.
Wave Riders are not limited to global or corporate heros. The mother of a growing family, shepherding her brood toward adulthood, will ride the waves of her complex and confusing world——multi-tasking we call it. To be sure, she has plans and tasks in abundance, to-do lists without end. But at the end of the day, and indeed on every day, she will be remembered not so much for what she did, which may be truly awesome, but rather for the power of her singular presence.4
Wave Riders show up on the shop floor and the executive suite, athletic fields, and the halls of government. They appear at every level and station in life, but never are they to be confused with the great man version of The Leader, even though some may bear the most exalted of titles. The power of their presence comes from a very different place. It is not bestowed as a divine right, nor is it claimed in a decisive act of control. It is a power that comes from powerlessness and the full recognition that they will never be in control. They do not command; they invite. They do not envision themselves at the apex of a hierarchy but rather in a circle with their peers and colleagues. The source of their power comes from their own unique passion linked to responsibility which attracts others to join a common venture. A venture which is at once productive and personally fulfilling for those who care to join. Wave Riders are leaders who enable individuals and organizations to fulfill their potential——with distinction.
Needed: More Wave Riders
Wave Riders have been with us always, usually unnoticed, or if noticed then treated as a curious exception to the rule. And indeed it often seemed that they were playing by very different rules. There was doubtless a time when we could afford to smile sympathetically at the behavior of the Wave Riders in our midst. When good things happened (the difficult was handled with dispatch, and the impossible achieved with a little more time), we could scratch our heads and wonder at the fabulous run of luck which the Wave Rider obviously enjoyed. It would never occur to us that there might actually be a method in their madness. In fact such thoughts could not occur to us if only because virtually all of our training and experience told us otherwise. Wave Riders were clearly the exception, and we all knew the proper way to do business, whatever that business might be. The critical point was to seize and maintain control in the manner of the Great Man Leader. Only then could good and useful things happen. Or so many of us thought.5
The times have changed. The anomalous behavior of the Wave Rider holds a critical clue to new ways of surviving, and indeed thriving, in our chaotic world, enabling all of us to achieve levels of excellence and high performance previously unknown.
The search for high performance has typically been a major concern of businesses and other organizations in their quest for efficiency and effectiveness. However, the stakes have risen dramatically. Achieving optimum levels of human performance is no longer just an issue of organizational effectiveness, but now a matter of global survival. The list of threatening possibilities is virtually without end: climate change, nuclear disaster, pandemics of various sorts, to name a few. Any one of these, taken by itself, would constitute a real problem, but everything is coming together in a dizzying maelstrom of complex interaction. Even just thinking about all of this is sufficient to produce the maximum headache. The good news is that for the past several millennia, human beings have successfully negotiated the terrain. Not always perfectly, and perhaps less than elegantly, but so far we have made it. However, more than a few disturbing signs indicate that our good luck may be about to change, signs which appear as organizational dysfunction, and individual fatigue and disorientation.
The simple fact of the matter is that our institutions, major and minor, are stretched to the breaking point. Even with the best efforts in the world, the stuff accumulating in the Global Inbox is getting out of hand. The impact on our individual lives is equally obvious and severe. Stress, breakdown, alienation, exhaustion——we know them all. Rather like the mad Queen in Alice and Wonderland, we are discovering that the faster we go, the “behinder” we get.6
Doubtless the end is not yet, and for sure we have a few more tricks up our sleeves. However, the time may well have come when the consideration of alternatives would be useful. Typically, we have attempted to deal with our multiple dilemmas by trying harder and harder to do more and more of what we have always done. If our organizations lack purpose and power, it is obviously time to reorganize——and reorganize again. And when events show every indication of spinning into oblivion, we redouble our efforts to assert, or regain, control——layering controllers upon controllers upon controls. I propose that it is not that we are doing something wrong, but rather that we are doing the wrong thing. Or put somewhat differently: Going the way we are going we are not likely to reach our destination. It is time for a change of course.
The argument of the book is that we must now recognize that we, our organizations, as indeed the entire cosmos——are all self-organizing systems. Not just a little bit, not just in some special part, but from beginning to end, top to bottom. It is all self-organization. The implications of this recognition, should it prove to be valid, are twofold (at least). First, a large part of what we currently devote a good deal of time and energy to——organizing things——is wasted effort, for our systems, left to their own devices, will take care of that business pretty much all by themselves. Second, our efforts at organization and control are not only of questionable value, but also destructive. By imposing our view of organization on a self-organizing system we essentially throw a spanner in the works, thereby reducing organizational function and our own levels of performance.7
Stated in more positive terms, were we to recognize, and fully appreciate, the power of self-organization we could be relieved of an enormous task, freeing time and energy for the many other pressing issues of our day. Even better, we might learn how to leverage the power of self-organization for our benefit, thereby achieving levels of performance which presently lie beyond our wildest dreams. We will ride this primordial power, compensating for our own powerlessness. Wave Riders for sure.
Secret of the Wave Rider
The Wave Rider’s secret is a deep awareness of the fundamental self-organizing nature of our world. This awareness may be largely intuitive or very conscious, but the net effect is the capacity to align oneself and one’s work with the primal force of self-organization, thereby leveraging its enormous power. Concurrently, the Wave Rider is keenly aware of the limitations of his or her own powers, particularly the power of control. Recognizing the mind-boggling complexity of the chaordic forces at play (thank you, Dee Hock) the Wave Rider understands that total control, at least of the sort that many seem to seek, is but a fond hope, verging on the delusional.
The image of the Wave Rider comes from the world of surfing, providing a vivid picture of the interrelationship of human beings and the self-organizing world. To see the point, we must set the scene as a surfer might experience it. At the simplest level there is a lot of ocean, more than a few waves, and a very small board——with the beach lying ahead. The objective is quite simple. Ride the wave on the board until you reach the beach. Although there may be many mis-steps, mishaps, and false starts along the way, when The Wave comes it can be the experience of a lifetime.8
For somebody sitting on the beach, particularly a non-surfer such as myself, the setting looks like simplicity itself——waves, board, beach, and sky. An experienced surfer will see all this rather differently, beginning with the wave(s).
The elegant simplicity of the forming wave is a monster of complexity with quite a history. For a West Coaster (U.S.) the story begins in the vastness of the Pacific. A gentle wind ruffles an otherwise smooth surface and a wavelet is born. As more and different winds transverse the surface, wavelets coalesce in a complex process of cancellation and amplification. And curiously enough the water itself hardly moves, it is only the force passing through, modified by intervening islands and continents. And so the forming wave has a history which vastly exceeds the time from the first puff of wind. The movement of tectonic plates and violent volcanic events from millennia past also make their mark.
When the wave force swells the waters off the California coast, local powers and conditions add their imprint to the complex stew. Bottom types of differing sorts shift and form the surfacing wave until it rises from the surrounding sea and comes into the view of the waiting surfer. Simple on the surface, but containing a churning mammoth of complex, interacting forces with a very long history.
When the instant arrives that rider, wave, and board unite——all of the history, complexity, skill, surging power, and random chaos coalesce in a mindless moment of sheer exhilaration. Speeding down and across the broad face of the advancing wave with the curl steaming spray just behind and above——the rider, board, and wave are one in a timeless moment. Sooner or later that moment comes to an end, as all things do in this life. But for that moment an image of high performance is accelerated by the leveraged power of an enormous self-organizing system, otherwise known as the Pacific Ocean.9
What can we learn from the surfer that may assist us in our own efforts to ride the waves of our time with excellence, manifesting true high performance? The two primary lessons may appear largely negative but no less important. First, if we ever thought that the road forward might be viewed solely as a rational project which we might think our way into, we clearly have a second thought coming. The level of random complexity, to say nothing of chaos, confusion, and conflict is more than sufficient to blow the superior mind. We simply can’t think that sort of stuff, and certainly not to the point where we could identify, isolate, analyze, and understand the myriad critical elements.
This does not mean, of course, that good, hardheaded fact gathering, analysis, and “intentioning” (used to be called Planning) are irrelevant. Such efforts have their place, but they need to be kept in their place. All of that is, and remains, a map of the territory, never to be confused with the reality of the wave face and the incredible timeless moment of hanging out there.
The second lesson relates to the subject of control. Stated bluntly, any surfer who ever thinks, even for an instant, that he or she is in charge of the wave, is in for a profound shock, delivered in a most memorable way. Assuming, of course, that there is any memory left to capture the moment.10
And yet perfect rides on perfect waves do take place——despite the mind-numbing complexity of the moment, and the ultimate lack of control. It might appear to be dumb luck, but if so, the luck is not randomly distributed. Very clearly, some surfers “...
Revue de presse :
Wave Riders are curious people possessed of an innate capacity to go with the flow, constantly seizing upon opportunity when others see no possibility or even disaster. Their level of performance is consistently high, and projects are often completed in breathtakingly short periods of time, with a degree of excellence that may seem unbelievable. Not always, not in every instance——but with a regularity that sets them apart, but never alone. Together with their fellows, Wave Riders create the critical community bonds, essential for productive activity. And they bring a special gift——Leadership. Their passion and responsibility for a cause inspire others to make common cause. Not by domination and control, but through invitation and appreciation, the efforts of many coalesce as one.
Saying that Wave Riders go with the flow is not to say that they have a light regard for planning, logic, and hard work. In fact the Wave Rider may be a fanatic for planning, logical to a fault, and a total workaholic. But what sets them apart is that they also possess a clear understanding of the limitations of all three: planning, logic, and hard work. For them the Plan is the map and not the territory. Necessary, useful, but never to be confused with the facts on the ground, and certainly never to be given preeminence.
Likewise with logic. Good and useful for sure, but when the daily course of experience appears to behave in an illogical fashion, usually referred to as counterintuitive, the Wave Rider will understand that there are multiple “logics,” and it may well be that the one employed is simply inappropriate to the situation. A classic case of this phenomenon comes from the world of physics at the point where quantum mechanics made its appearance. Traditional Newtonian physicists were logical to a fault, perceiving the elegant coherence in the cosmos to be an exquisite clockworks. However, as the world of subatomic physics became the object of study, the traditional logic faltered. And those who were crafting the emerging quantum physics used the sense of illogic to advance their work. Werner Heisenberg, the originator of the Uncertainty Principle, is said to have remarked, “Your theory is crazy, but not crazy enough to be true.”2
On the subject of work——Wave Riders do indeed work very hard. They are often sticklers for detail and devote amazing amounts of time and energy to enterprises for which they have a genuine passion. When they care, they care deeply, and the effect of this caring is a devotion to their cause that others may find disturbing.
But there is another aspect to a Wave Rider’s relation to work that many will find strange. On occasion, all of their busy doing simply stops. The task lists are put away, the goals and objectives are all placed on hold. The Wave Rider is content to be there in that present moment. An outside observer might legitimately conclude that the Wave Rider has given up, but the truth is rather different. She or he has simply let go. Not to be confused with a fatalistic withdrawal from life——this letting go has a very different quality. The commitment to the original passionate concern remains unshaken, and if anything, is deepened and intensified. Rather than fatalism, there is profound awareness and trust in the deep forces which drive toward completion and fulfillment. And of equal importance is a recognition that any “doing” in the sense of organizing, managing, forcing——will not only be ineffective, but may well be counterproductive.3
Wave Riders may be found in all times and places. Some will be remembered as major historical characters, the names of others will never be recorded in the pages of history. Gandhi, for example, confounded the British Empire not only with his tireless efforts and articulate strategy (plans), but also, and perhaps more importantly, with his presence and capacity to simply be there in the present moment, apparently doing nothing. Dee Hock comes from a very different environment, the corporate world. As the founder of VISA International, Dee Hock surely did a lot, but he also well understood the need to let go and simply be there. Not the controlling/directing chief executive, but rather the appreciator of an evolving organic entity which has become one of the largest global corporations——and over which he had no control.
Wave Riders are not limited to global or corporate heros. The mother of a growing family, shepherding her brood toward adulthood, will ride the waves of her complex and confusing world——multi-tasking we call it. To be sure, she has plans and tasks in abundance, to-do lists without end. But at the end of the day, and indeed on every day, she will be remembered not so much for what she did, which may be truly awesome, but rather for the power of her singular presence.4
Wave Riders show up on the shop floor and the executive suite, athletic fields, and the halls of government. They appear at every level and station in life, but never are they to be confused with the great man version of The Leader, even though some may bear the most exalted of titles. The power of their presence comes from a very different place. It is not bestowed as a divine right, nor is it claimed in a decisive act of control. It is a power that comes from powerlessness and the full recognition that they will never be in control. They do not command; they invite. They do not envision themselves at the apex of a hierarchy but rather in a circle with their peers and colleagues. The source of their power comes from their own unique passion linked to responsibility which attracts others to join a common venture. A venture which is at once productive and personally fulfilling for those who care to join. Wave Riders are leaders who enable individuals and organizations to fulfill their potential——with distinction.
Needed: More Wave Riders
Wave Riders have been with us always, usually unnoticed, or if noticed then treated as a curious exception to the rule. And indeed it often seemed that they were playing by very different rules. There was doubtless a time when we could afford to smile sympathetically at the behavior of the Wave Riders in our midst. When good things happened (the difficult was handled with dispatch, and the impossible achieved with a little more time), we could scratch our heads and wonder at the fabulous run of luck which the Wave Rider obviously enjoyed. It would never occur to us that there might actually be a method in their madness. In fact such thoughts could not occur to us if only because virtually all of our training and experience told us otherwise. Wave Riders were clearly the exception, and we all knew the proper way to do business, whatever that business might be. The critical point was to seize and maintain control in the manner of the Great Man Leader. Only then could good and useful things happen. Or so many of us thought.5
The times have changed. The anomalous behavior of the Wave Rider holds a critical clue to new ways of surviving, and indeed thriving, in our chaotic world, enabling all of us to achieve levels of excellence and high performance previously unknown.
The search for high performance has typically been a major concern of businesses and other organizations in their quest for efficiency and effectiveness. However, the stakes have risen dramatically. Achieving optimum levels of human performance is no longer just an issue of organizational effectiveness, but now a matter of global survival. The list of threatening possibilities is virtually without end: climate change, nuclear disaster, pandemics of various sorts, to name a few. Any one of these, taken by itself, would constitute a real problem, but everything is coming together in a dizzying maelstrom of complex interaction. Even just thinking about all of this is sufficient to produce the maximum headache. The good news is that for the past several millennia, human beings have successfully negotiated the terrain. Not always perfectly, and perhaps less than elegantly, but so far we have made it. However, more than a few disturbing signs indicate that our good luck may be about to change, signs which appear as organizational dysfunction, and individual fatigue and disorientation.
The simple fact of the matter is that our institutions, major and minor, are stretched to the breaking point. Even with the best efforts in the world, the stuff accumulating in the Global Inbox is getting out of hand. The impact on our individual lives is equally obvious and severe. Stress, breakdown, alienation, exhaustion——we know them all. Rather like the mad Queen in Alice and Wonderland, we are discovering that the faster we go, the “behinder” we get.6
Doubtless the end is not yet, and for sure we have a few more tricks up our sleeves. However, the time may well have come when the consideration of alternatives would be useful. Typically, we have attempted to deal with our multiple dilemmas by trying harder and harder to do more and more of what we have always done. If our organizations lack purpose and power, it is obviously time to reorganize——and reorganize again. And when events show every indication of spinning into oblivion, we redouble our efforts to assert, or regain, control——layering controllers upon controllers upon controls. I propose that it is not that we are doing something wrong, but rather that we are doing the wrong thing. Or put somewhat differently: Going the way we are going we are not likely to reach our destination. It is time for a change of course.
The argument of the book is that we must now recognize that we, our organizations, as indeed the entire cosmos——are all self-organizing systems. Not just a little bit, not just in some special part, but from beginning to end, top to bottom. It is all self-organization. The implications of this recognition, should it prove to be valid, are twofold (at least). First, a large part of what we currently devote a good deal of time and energy to——organizing things——is wasted effort, for our systems, left to their own devices, will take care of that business pretty much all by themselves. Second, our efforts at organization and control are not only of questionable value, but also destructive. By imposing our view of organization on a self-organizing system we essentially throw a spanner in the works, thereby reducing organizational function and our own levels of performance.7
Stated in more positive terms, were we to recognize, and fully appreciate, the power of self-organization we could be relieved of an enormous task, freeing time and energy for the many other pressing issues of our day. Even better, we might learn how to leverage the power of self-organization for our benefit, thereby achieving levels of performance which presently lie beyond our wildest dreams. We will ride this primordial power, compensating for our own powerlessness. Wave Riders for sure.
Secret of the Wave Rider
The Wave Rider’s secret is a deep awareness of the fundamental self-organizing nature of our world. This awareness may be largely intuitive or very conscious, but the net effect is the capacity to align oneself and one’s work with the primal force of self-organization, thereby leveraging its enormous power. Concurrently, the Wave Rider is keenly aware of the limitations of his or her own powers, particularly the power of control. Recognizing the mind-boggling complexity of the chaordic forces at play (thank you, Dee Hock) the Wave Rider understands that total control, at least of the sort that many seem to seek, is but a fond hope, verging on the delusional.
The image of the Wave Rider comes from the world of surfing, providing a vivid picture of the interrelationship of human beings and the self-organizing world. To see the point, we must set the scene as a surfer might experience it. At the simplest level there is a lot of ocean, more than a few waves, and a very small board——with the beach lying ahead. The objective is quite simple. Ride the wave on the board until you reach the beach. Although there may be many mis-steps, mishaps, and false starts along the way, when The Wave comes it can be the experience of a lifetime.8
For somebody sitting on the beach, particularly a non-surfer such as myself, the setting looks like simplicity itself——waves, board, beach, and sky. An experienced surfer will see all this rather differently, beginning with the wave(s).
The elegant simplicity of the forming wave is a monster of complexity with quite a history. For a West Coaster (U.S.) the story begins in the vastness of the Pacific. A gentle wind ruffles an otherwise smooth surface and a wavelet is born. As more and different winds transverse the surface, wavelets coalesce in a complex process of cancellation and amplification. And curiously enough the water itself hardly moves, it is only the force passing through, modified by intervening islands and continents. And so the forming wave has a history which vastly exceeds the time from the first puff of wind. The movement of tectonic plates and violent volcanic events from millennia past also make their mark.
When the wave force swells the waters off the California coast, local powers and conditions add their imprint to the complex stew. Bottom types of differing sorts shift and form the surfacing wave until it rises from the surrounding sea and comes into the view of the waiting surfer. Simple on the surface, but containing a churning mammoth of complex, interacting forces with a very long history.
When the instant arrives that rider, wave, and board unite——all of the history, complexity, skill, surging power, and random chaos coalesce in a mindless moment of sheer exhilaration. Speeding down and across the broad face of the advancing wave with the curl steaming spray just behind and above——the rider, board, and wave are one in a timeless moment. Sooner or later that moment comes to an end, as all things do in this life. But for that moment an image of high performance is accelerated by the leveraged power of an enormous self-organizing system, otherwise known as the Pacific Ocean.9
What can we learn from the surfer that may assist us in our own efforts to ride the waves of our time with excellence, manifesting true high performance? The two primary lessons may appear largely negative but no less important. First, if we ever thought that the road forward might be viewed solely as a rational project which we might think our way into, we clearly have a second thought coming. The level of random complexity, to say nothing of chaos, confusion, and conflict is more than sufficient to blow the superior mind. We simply can’t think that sort of stuff, and certainly not to the point where we could identify, isolate, analyze, and understand the myriad critical elements.
This does not mean, of course, that good, hardheaded fact gathering, analysis, and “intentioning” (used to be called Planning) are irrelevant. Such efforts have their place, but they need to be kept in their place. All of that is, and remains, a map of the territory, never to be confused with the reality of the wave face and the incredible timeless moment of hanging out there.
The second lesson relates to the subject of control. Stated bluntly, any surfer who ever thinks, even for an instant, that he or she is in charge of the wave, is in for a profound shock, delivered in a most memorable way. Assuming, of course, that there is any memory left to capture the moment.10
And yet perfect rides on perfect waves do take place——despite the mind-numbing complexity of the moment, and the ultimate lack of control. It might appear to be dumb luck, but if so, the luck is not randomly distributed. Very clearly, some surfers “...
“Makes a compelling argument that applying principles of complex, adaptive systems at work leads to high-performance organizations and that Open Space Technology is an expression of this phenomenon in action—a wonderfully engaging and insightful contribution to the leadership literature!”
—Dr. Arthur L. Jue, Director, Global Organization and Talent Development, Oracle Corporation, and coauthor of Leadership Moments: Turning Points That Changed Lives and Organizations
“Shows us why almost everything we think we know about planning, organizing, directing, and controlling is wrong...and what we need to do instead.“
—Rodney Plimpton, PhD, former Senior Vice President, Human Resources, American Electric Power
“The current economic downturn has focused business discourse on efficiency, measuring systems, downsizing, and other linear top-down measures, but Owen draws from decades of his grassroot experience to prove that passion, responsibility, and self-organizing are the main ingredients of long-term performance.’
—Sari Stenfors, PhD, Associate Director, Scandinavian Consortium for Organizational Research, Stanford University
“With characteristic humility Harrison has issued an invitation for authentic leaders to recognize the true nature of how effective organizations work. We have only to decide whether we try to convince ourselves we are still in control or get on the board and become a `wave rider’"
—Phelim McDermott, Co-Artistic Director, Improbable theatre company, London
—Dr. Arthur L. Jue, Director, Global Organization and Talent Development, Oracle Corporation, and coauthor of Leadership Moments: Turning Points That Changed Lives and Organizations
“Shows us why almost everything we think we know about planning, organizing, directing, and controlling is wrong...and what we need to do instead.“
—Rodney Plimpton, PhD, former Senior Vice President, Human Resources, American Electric Power
“The current economic downturn has focused business discourse on efficiency, measuring systems, downsizing, and other linear top-down measures, but Owen draws from decades of his grassroot experience to prove that passion, responsibility, and self-organizing are the main ingredients of long-term performance.’
—Sari Stenfors, PhD, Associate Director, Scandinavian Consortium for Organizational Research, Stanford University
“With characteristic humility Harrison has issued an invitation for authentic leaders to recognize the true nature of how effective organizations work. We have only to decide whether we try to convince ourselves we are still in control or get on the board and become a `wave rider’"
—Phelim McDermott, Co-Artistic Director, Improbable theatre company, London
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- Date d'édition2012
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Wave Rider (EasyRead Large Edition): Leadership for High Performance In a Self-Organizing World
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ISBN 10 : 1442966742
ISBN 13 : 9781442966741
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