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By Steven Segal (auth.)

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Extra resources for Business Feel: Leading Paradigm Shifts in Organisations

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He had been habituated into a rationalist management style where management was seen as a disengaged, non-emotional, and objective process. It was through his experience of crisis at Intel that he came to see that management was much more than a rational process, and that it depended in many ways on emotions. In other words, it was a crisis in his conventional management style that allowed him to experience its limits and to open himself up to new management styles. Somewhat sheepishly, he had to discover that “businesspeople are not just managers; they are also human.

Entrepreneurs like Ray Krok invent new worlds: McDonalds. Steve Jobs and Bill Gates also invented new worlds: Apple and Microsoft respectively. No longer are computers just a means to an end. They enable us to experience the world in different ways and to become different people in the process. In order to adapt to the world that they are creating for us, we need to develop new mindsets. According to Bill Gates, “Entire professions and industries will fade. But new ones will flourish ... We can’t predict what the new job categories will be ...

When, in the context of our practices, do we begin to inquire? What are the junctures that invite us to think about our practice? When our way of doing things is flowing smoothly, there is no need to question our experiences. Indeed, when in the flow of experience, our mind is not even attuned to thinking about the way in which we do things. It is only when things are not going as planned, when there is a disturbance or disruption, that we begin to inquire about our habits of practice, which may lead to emotional detachment1 from our everyday concerns.

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