Best Selling Books by Halee Fischer-Wright

“Tribal Leadership gives amazingly insightful perspective on how people interact and succeed. I learned about myself and learned lessons I will carry with me and reflect on for the rest of my life.” —John W. Fanning, Founding Chairman and CEO napster Inc. “An unusually nuanced view of high-performance cultures.” —Inc. Within each corporation are anywhere from a few to hundreds of separate tribes. In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright demonstrate how these tribes develop—and show you how to assess them and lead them to maximize productivity and growth. A business management book like no other, Tribal Leadership is an essential tool to help managers and business leaders take better control of their organizations by utilizing the unique characteristics of the tribes that exist within.

"Dr. Halee Fischer-Wright presents a unique prescription for fixing America''s health care woes, based on her thirty years of experience as a physician and industry leader."--

Ptáci tvoří hejna, vlci smečky a lidé kmeny, skupiny o sto dvaceti až sto padesáti lidech. A jak zjistíte, zda někdo patří do vašeho kmenu? Když se potkáte, zastavíte se a prohodíte pár slov. Ve firmách kmeny zajišťují, že se udělá, co je třeba udělat. Práce ale není hlavní důvod, proč kmeny vznikají. Kmeny jsou základním stavebním prvkem jakéhokoli rozsáhlejšího lidského úsilí. Mají větší význam než týmy, celé podniky a generální ředitelé. Jsou to právě kmeny, kdo v podniku rozhoduje o tom, zda se novému šéfovi bude dařit nebo zda ho brzy nahradí někdo jiný. Některé kmeny vyžadují od svých členů maximální výkony a neustále se rozvíjejí. Jiné dělají jen to, co je nezbytně nutné. Co je příčinou tohoto rozdílu? Kmenoví vůdci!

Most prescriptive lists of leadership keys lack an empirical basis, and often fail to connect with the complexities of the practice of medicine and the healthcare industry. Dr. David Logan and his colleague John King, in working with 24,000 people in two-dozen organizations (including several healthcare organizations), developed a framework that integrates the actions of leaders with the realities of organizational culture. The essence of this research is that tribal cultures can be categorized, on a one to five scale, and then upgraded with a set of interventions unique to the culture''s level. The higher the cultural stage (or level), the more productive and competitive the tribe will be. Thus, the actions of an effective leader become situation-specific to the culture, the industry, and the strategy of the group.

Historically, rhetoric as an art has been considered both weak and nefarious. The authors, in a three part series on rhetoric, describe the "lobotomization" of rhetoric, its true power, and its applications with individuals and organizations. The second part of this paper covers the nature of humans and their relationship with language, including the automatic formation of two parts of the rhetorical person: character armor (or identity) and terministic screens (or webs of words). Character armor is how we want others to see us, while terministic screens is the means through which we see the world. This paper sets the stage for viewing organizations in rhetorical terms, which is the topic of the third paper.

Historically, rhetoric as an art has been considered both nefarious and weak. The authors, in a three part series on rhetoric, describe the "lobotomization" of rhetoric, its true power, and its applications with individuals and organizations. This first working paper describes the historical context of the lobotomization - the separation of "Invention" from the other four canons of rhetoric, leaving rhetoric the basis of Freshman Composition and Public Speaking. It then discusses the power of rhetoric, beginning with the human capacity to name objects and people, resulting in leverage over the action of others. Finally, the article suggests a new definition for rhetoric: "The means through which one creates and populates worlds of meaning (language-based realities)."

Historically, rhetoric as an art has been considered both weak and nefarious. The authors, in a three part series on rhetoric, describe the ''lobotomization'' of rhetoric, its true power, and its application with individuals and organizations. This third paper offers rhetorical applications to change organizations quickly and effectively. The article points out that one''s ''character armor'' (defined in the second article) is shaped, maintained and changed in a social group larger than the family but smaller than society, what we call a ''tribe.'' An organization, then, is a special kind of tribe, or a tribe of tribes, (depending on its size) with each member acting out his or her character armor in an on-going drama. Some organizational tribes are ''lead''-slow to change, encumbered by politics, fearful, and stressed - with others are ''gold''-leadership-embracing, market-dominating, innovation-producing. By working with the entire tribe to determine its purpose (which ''is a world of meaning created through language'' - our definition of rhetoric from the first paper in this series), and construct ''scenes'' through which this purpose will resonate outside the tribe, people craft a new drama. From a rhetorical perspective, ''organizational alchemy'' is replacing one drama with another, resulting in profound change. This process can only be accomplished by a leader (with or without formal authority) designing communication strategies (using all five canons of rhetoric) to move the organization to a more advanced cultural stage.