Theory E²: Working with Entrepreneurs in Closely-Held Enterprises X: Interplay between Entrepreneurship and Organizational Structures and Operations, and Organizational Culture

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises X: Interplay between Entrepreneurship and Organizational Structures and Operations, and Organizational Culture

Commitment in the information-rich culture focuses on support for broad-based participation in group-based deliberation; general agreement is reached in the group regarding the way in which it will operate in various settings and in response to many different issues. Members of this culture are fully supportive of procedures, policies and practices that help to create and maintain a safe environment for both the exploration of new task-related ideas and the disclosure of personal task-related information.

Thoughtful entrepreneurial leaders tend to thrive in this culture. Thoughtful leaders compliment the concern for information with their commitment to careful analysis and reflection. Frequently, an information-rich culture produces an excess of information that is valid but not very useful. The thoughtful leader encourages careful research and the formulation of questions that produce useful information. In an information-rich culture, the thoughtful entrepreneurial leader will find enthusiastic support for rational discourse and the systematic training and education of employees for a constantly changing world.

Culture of Intentions

This culture is characterized by a climate in which members of the organization are sensitive to (and fully appreciative of) a diversity of experiences, ideas, values and aspirations. When it is successful, differences among members with regard to gender, race, ethnicity, nationality and world view are viewed as strengths and valuable resources. Participants in this culture, when it is successful, also tend to be knowledgeable about and supportive of the traditions and history of their group and organization. They frequently honor the past contributions of current and former members. Members of the organization enjoy celebrating the distinctive features and accomplishments of their group and organization.

The intentions-rich culture tends to be particularly supportive of employees who are skillful in providing personal assistance to other members of the group when requested. Furthermore, competent members of this culture provide assistance in a manner that is responsive to the other person’s needs and that respects the other person’s autonomy and sense of self-worth. Successful members of the intentions-rich culture also tend to be skillful in communicating clearly and consistently with other group members and listening actively to others to insure interpersonally accurate communication; open, systematic and effective patterns of communication are considered a high priority and given frequent attention by the group.


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About the Author

William BergquistWilliam Bergquist, Ph.D. An international coach and consultant in the fields of psychology, management and public administration, author of more than 50 books, and president of a psychology institute. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations.

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