In third-wave organizations, pyramids have been flattened or dissolved,
and valuable knowledge lives everywhere. All members of the
organization have to be not only consumers of communication but also
producers of it. Everybody in a third-wave organization has to be a skilled
communicator. As marketing wizard Harry Beckwith wrote in The Invisible
Touch, “Communication is not a skill. It is the skill.” And “perhaps
the most important lesson from the Iraq war,” wrote David Newkirk
and Stuart Crainer, “is that managing real-time communications is as
important as managing real-time processes. Communication is moving
from being a peripheral, specialist responsibility to being an essential
and integral element of corporate leadership.” Similarly, central to all
five recommendations of the 9/11 Commission was the need for improved
communication.
In addition, a third-wave knowledge worker may well communicate
with tens of thousands of people from diverse backgrounds around the world. This diverse audience makes communication much more complex,
demanding greater flexibility and sensitivity.
In the knowledge economy, the benefits of improved communication
are many. In the insurance industry, for example, the cover letter from the
agent, the “producer,” to the underwriter is crucial. As Robert Goldstone,
vice president and medical director at Pacific Mutual Life, has written, “A
good cover letter may save your case.” Forbes magazine has reported that
“at AMEC Offshore, the big British engineering and construction firm,
the cost of piping offshore oil platforms dropped 15 percent after intensive
work on communications skills.” The Families and Work Institute found
that “the number one factor employees say will convince them to accept a
job offer” is “open communication.” And a Watson Wyatt study comparing
financially high-performing companies with their lower-performing
competitors found that
• “Communications professionals in high-performing organizations
play a strategic role.”
• “High-performing organizations do a better job of explaining
change.”
• “High-performing organizations focus on communicating with and
educating their employees.”
• “High-performing organizations provide channels for upward
communication.”
• “Employees in high-performing organizations have a better understanding
of organizational goals and their part in achieving them.”
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338
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2 Recordings
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1 Comments
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Recordings
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Davis 4 ( recorded by
Myrrhiam
),
Canadian English
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Corrected Textmore↓In third-wave organizations, pyramids have been flattened or dissolved,
and valuable knowledge lives everywhere. All members of the
organization have to be not only consumers of communication but also
producers of it. Everybody in a third-wave organization has to be a skilled
communicator. As marketing wizard Harry Beckwith wrote in The Invisible
Touch, “Communication is not a skill. It is the skill.” And “perhaps
the most important lesson from the Iraq war,” wrote David Newkirk, while Stuart Crainer added “that managing real-time communications is as
important as managing real-time processes. Communication is moving
from being a peripheral, specialist responsibility to being an essential
and integral element of corporate leadership.” Similarly, central to all
five recommendations of the 9/11 Commission was the need for improved
communication.
In addition, a third-wave knowledge worker may well communicate
with tens of thousands of people from diverse backgrounds around the world. This diverse audience makes communication much more complex,
demanding greater flexibility and sensitivity.
In the knowledge economy, the benefits of improved communication
are many. In the insurance industry, for example, the cover letter from the
agent, the “producer,” to the underwriter is crucial. As Robert Goldstone,
vice president and medical director at Pacific Mutual Life, has written, “A
good cover letter may save your case.” Forbes magazine has reported that
“at AMEC Offshore, the big British engineering and construction firm,
the cost of piping offshore oil platforms dropped 15 percent after intensive
work on communications skills.” The Families and Work Institute found
that “the number one factor employees say will convince them to accept a
job offer” is “open communication.” And a Watson Wyatt study comparing
financially high-performing companies with their lower-performing
competitors found that
• “Communications professionals in high-performing organizations
play a strategic role.”
• “High-performing organizations do a better job of explaining
change.”
• “High-performing organizations focus on communicating with and
educating their employees.”
• “High-performing organizations provide channels for upward
communication.”
• “Employees in high-performing organizations have a better understanding
of organizational goals and their part in achieving them.”
Comments
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