Summary of Minds at Work

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Rating

7

Qualities

  • For Beginners
  • Well Structured
  • Concrete Examples

Recommendation

Speakers and coaches David Grebow and Stephen J. Gill provide a brief, solid overview of why organizations must adapt so they can offer learning in a faster, more disruptive business environment and how they can do so by adopting modern management practices. Aside from inventing some new terms – for example, the “managing minds” organizations – the authors are informative, not original. They summarize a well-trodden path following the evolution of the global economy, from an early emphasis on physical labor to today’s knowledge economy. Their solutions are mostly common knowledge today, but they excel when they describe the learning culture modern organizations must adopt: technology-enabled, self-directed, online, social, outcomes-oriented, and measurable through analytics. Executives not directly involved in learning or newcomers to organizational learning will gain the most from this concise, nonprescriptive overview of how to implement a learning culture.

In this summary, you will learn

  • How business and the world have profoundly changed,
  • Why organizations must follow suit and
  • What strategies will help you implement a “managing minds” learning culture in your organization.
 

About the Authors

Speakers and coaches David Grebow and Stephen Gill run separate organizations focused on modern workplace learning.

 

Summary

Organizations should adapt to widespread change by updating their management beliefs and practices.

Work that emphasized physical labor over thought dominated the global economy for millennia. Thus, “managing hands” became a science – the science of management. In about 1980, the economy shifted. Workers used their minds more than their hands. The manufacturing economy became a service economy and then an information-based economy. Today, workers and organizations compete in a knowledge economy. Individual and collective mind power are any firm’s greatest assets and capabilities. Most organizations remain in 20th-century, command-and-control operating styles. They manage hands, not minds. Schools with MBA programs still focus on traditional management practices. Firms that focus on hands tend to fail in a fast-paced, ever-changing and interconnected world. The minority – those who manage minds – thrive all over the world. They place learning at the forefront of their strategy.   

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