By Chris Turner

Have you ever heard "Let's get every body at the comparable web page" only one time too many? was once your newest administration education direction simply one other plateful of warmed-over dogma? Then it is time to commence kicking up a few dirt and creating a distinction. In All Hat and No livestock, maverick advisor Chris Turner indicates you the way to just do that. With a hefty dose of Texas humor, and with knowledge won from adventure at the entrance strains, she exposes a lot of what passes for administration knowledge as baloney and gives clean methods of pondering companies and the folk who deliver them to existence.

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I know that surveys are sometimes useful, but having seen lots of bad ones, I love the S. J. " 41 42 Ail Hat and No Cattle Then I heard about the ethnographic work being done by the Institute for Research on Learning in Menlo Park, California. Their field academics actually move into the study environments to become part of the culture and to experience the temporal rhythms of the place. They observe daily life, practices, rituals, and behaviors; map the patterns; and use these patterns to gain insight about the community.

3 We Know What the Problems Are; Let's Cut to the Chase For every problem there is one solution which is simple, neat and wrong. H. L. Mencken A friend in a global corporation tells about serving on a team chartered to restructure their organization. The team was headed by a real technocrat, the organization's Quality weenie, who reported directly to the president. Now, this guy loved to grill others about their "data," the processes they were using to determine solutions, and how they were going to measure their efforts.

33 34 AH Hat and No Cattle The enthusiasm coming from general managers was a real high point, and here's why. Having been a general manager, I knew that GMs get paid on profit. The synonym for general manager is cheapskate. I knew that if the GMs were willing to fork over two thousand dollars per participant, then our efforts were showing up in the bottom line. Measurements in complex, dynamic systems are dicey. But when general managers pony up money, it is because they are confident that they are investing in future success.

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