Re-wiring the Corporate Brain: Using the New Science to Rethink How We Structure and Lead Organizations [Hardcover]

In this context, Danah Zohar divides this invaluable book into two parts:

I- Using the New Science to Rewire Corporate Thinking. In this part, she basically:

* describes the uses and limitations of traditional paradigms in business activities and other life contexts.

* focuses on three kinds of thinking (serial thinking, associative thinking, and quantum thinking) that the human brain can do, and discusses their advantages and disadvantages.

* contrasts eight key ideas from Newtonian science/old paradigm, and their effects on business thinking, with eight key ideas from quantum science/new paradigm and their application to new thinking about leadership, and thus constructs a management-leadership chart that puts the features of these two contrasting paradigms as follows:

- N.certainty, Q.uncertainty

- N.predictability, Q.rapid change; unpredictability

- N.hierarchy, Q.nonhierarchical networks

- N.division of labor or function fragmentation, Q.multifunctional and holistic (integrated effort)

- N.power emanates from top or center, Q.power emanates from many interacting centers

- N.employees are passive units of production, Q.employees are cocreative partners

- N. single viewpoint; one best way, Q.many view points; many ways of getting things done

- N.competition, Q.cooperation

- N.inflexible structures; heavy on bureaucratic control, Q.responsive and flexible structures; hands-off supervision

- N.efficiency, Q.meaningful service and relationships

- N.top-down (reactive) operation, Q.bottom-up (experimental) operation

II- Structure and Leadership of the Rewired Corporation. In this part, she basically:

* discusses Western/Newtonian and Eastern/Networked models of the self/person and organization, and then attempts to reach a Quantum model of self and organization drawn from the thinking of the new science. And she shows the features of these three models as follows:

- W.conflict and control, E.cooperation, Q.dialogue

- W.self (the personal) wholly excluded and isolated; interactions grounded in universal principles, E.self wholly embedded and contextual; no universal principles, Q.self embedded and contextual with universal dimension

- W.stability achieved through excluding the self and the emotions, and organizing only the predictable and controllable aspects of relationships, E.stability achieved through reinforced familiarity and discipline of the self, Q.stability balanced with instability

- W.rigid boundaries, E.ambiguous boundaries, Q.flexible boundaries

- W.dictatorial leadership, E.consensual leadership, Q.leader relies on trust and feel for situation

- W.rule-bound, E.habit-bound, Q.no set framework from rules or habits

- W.mechanical, E.organic, Q.both naturally unfolding (organic) and that which can be made from it (mechanical)

- W+E.rely on stability, Q.open to change

- W+E.weak in dealing with unexpected change, Q.open to change

- W+E.seek to dampen down or exclude the unexpected, Q.thrives on unexpected

* argues that servant leadership is the essence of quantum thinking and quantum leadership, and then presents a new model of servant leadership.

Finally, she writes, "much of the book contrasts the Newtonian and new sciene, or quantum, approaches to leadership. But this is not to convey a message of either-or. All the fundamental thinking of the new science is about both-and. The new science incorporates the old. Quantum physics does not invalidate Newtonian physics. It just shows that Newton's laws are restricted to one band of reality. But they are still necessary to corporate leadership as the new paradigm, quantum thinking. The core competence I hope to convey in this book is about 'managing at the edge' - that is, becoming aware that there are different paradigms and cultivating the judgement to know when to use one or another, or when to remain at the edge between the two."

I higly recommend this unique study.

To some, the whole notion of "The New Science", let alone it's relation to the business world may seem like a bunch of new age babble. We (in the US especially) are used to thinking in terms of action-reaction, events, actions, and people, as individual and isolated. We make distinctions and often-strict divisions between work and the rest of our lives. We thrive on predictability, being able to determine outcomes, and control environments, which can inhibit the ability to quickly adapt to and accept change.

"Rewiring the Corporate Brain" recognizes this, and uses quantum theory to illustrate that we might be missing something. The author demonstrates the shortcomings of the common, rigid Newtonian thinking and organization that permeates so many companies and minds, yet also recognizes that a pure quantum approach is not a cure all. The author presents a hybrid model that recognizes the importance of managing and living to obtain certain objectives, while allowing and encouraging the creativity, exploration, and openness to continually grow and adapt to the torrid pace of change. Not only does the application of quantum thinking make sense for the development and management of organizations, but also when trying to bring the separate parts of ones' life together into a more holistic, satisfying existence.

The book refers to a few related "new science" books, which may be of interest to the reader. It also draws on some early Fast Company articles from the good ol' days before Fast Company became the useless waste of paper it is today.

This book is not technical or difficult to read. You'll be able to polish it off within a few hours. If you liked this book, and would like to read more on the "New Physics", or would simply like to explore it ("New Physics") w/o the business context, pick up a copy of:

"The Dancing Wu Li Masters : An Overview of the New Physics"