A setting of expectations for intent, tone and the story-based writing style. The most challenging part may be that, although there is a point of view expressed here, there is less completion or resolution than in a standard business book.
The first part of the book uses a range of personal experiences and stories from inside organizational life to explore why this topic matters now and why it deserves attention.
Sets up the coming post-industrial age in a simple, personal way. A time when the exertion of power is shifting from the top-down hierarchy to the individual’s capacity to make connections in all directions.
Describes the pressures involved in leaders challenging the current dominant paradigm in which they work. This challenge is key to the transition to the new age but you have to expect a lot of anxiety in yourself and others when you do this. We develop the concept of an organizational space or channel inside which to hold and battle these anxieties. This is the ‘willing’ part of the ‘Flawed but Willing’.
Shares the difficulty of undertaking the transition from individual, team and organizational perspectives. It is a different kind of path to the ‘set objective - plan - deliver – measure’ one most of us are used to. This path needs us to work out how to accept flaws as we progress or stumble through the work. This is the ‘flawed’ part of the ‘Flawed but Willing’.
This second half of the book is more applied. It focuses on the disciplines and practices that are key to finding o ne’s path through the transition from one age to the next. We focus on four practices and look at their use on ourselves, in our relationships, and across large populations.
A summary of sorts, although I would rather you skipped this part and formed your own conclusions and interpretations. Those interested in my attempt to pull the various strands together might want to read it, but it is just one interpretation.