A book by Jean Lipman-Blumen< read all 1 reviews
Part I Hot Groups: What They Are and Why They're Hot
Part II Who Needs Hot Groups? And Who Seeds New Ones?
Part III How Do Hot Groups Operate?
Part IV An Optimistic View of What's Ahead
At this point early in my review, I want to stress that a "hot group" should be the logical, indeed inevitable result of a way at looking at organizational renewal. Think of the "hot group" concept as precisely that: a concept which affirms the value of a process by which individual members of any organization (regardless of its size or nature) can effectively collaborate. These members are "task-obsessed and full of passion." They share a style which is "intense, sharply focused, and full bore." Moreover, members of a "hot group" feel engaged in "an important, even vital and personally ennobling mission"; their task is "dominates all other considerations"; and although a "hot group" tends to remain intact only for a relatively short period of time, it is "remembered nostalgically and in considerable detail by its members."
Such groups require effective leadership. In Chapter 6, Lipman-Blumen and Leavitt address this issue, suggesting a number of specific "options" when "hot group" is assembled and then charged with its mission. For example: "To develop a hot, task-obsessed group, think about people before you begin laying out a flow chart. Bring on the people. Getting the task done is not your solo job. It's the whole group's job." The leader is urged to "recruit wild ducks", then help the group to bring the right people in, to get the wrong people out, and with unexpected departures. According to the authors, there are two kinds of c"wars" and "races." In wars, the goal is to destroy the enemy; in races, the goal is not to destroy but to out-perform others. Also, "at least as much", to have members outperform themselves, to exceed their personal best.
In my opinion, this brilliant book makes two immensely important contributions to our understanding of what it takes to achieve superior organizational performance. First, it explains what the members of a "hot group" can themselves accomplish if given the leadership, freedom, and resources needed. Second, it explains what the positive impact of such a group can have on all others within the same organization. Paradoxically, a "hot group" is most effective within an organization that has stability, solid and enlightened management, and sufficient resources to support the group's efforts. That is certainly true of those associated with Xerox PARC, the Manhattan Project, Lockheed's "Skunk Works", and the Disney studios which produced the first full-length animated films.
If an organization is unwilling and/or unable to tolerate a "small, egalitarian, disordered" but NOT disorganized "hot group", it probably has problems which even the hottest of "hot groups" cannot solve.
What did you think of this review?
The authors believe that hot groups are the antidote to lumbering, inflexible organizations, whether they be corporations, military chains of command, or government bureaucracies. They're what gives individuals in those organizations a chance to find meaning and fulfillment in their work, and they're what breaks through logjams and deadlocks and achieves what others had thought to be impossible. Along with lots of examples of hot groups in action, the authors provide concrete steps employers can take to form, manage, and get the most out of them. There's also a valuable ...