Just as a musician needs a feel for music, so managers need a feel for the business of the organisation. The question is: how do we develop our feeling for the business? Through the use of examples of eminent CEOs this book outlines a variety of skills involved in the development of business feel. It shows how the CEOs developed their business attunement in moments of change where they could not take the old habits of doing things for granted but did not yet have fully developed new ways of doing things. In change - or what in this book is called "the cracks of conventional" ways of doing things - effective leaders rely more on their intuition. The idea f a "philosophical experience" is put forward as a framework which allows managers to develop their gut feel and personal style of judgement.

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