Abstract/Description

Much of what we've learned about management and motivation isn't necessarily wrong, it's just inappropriate and ineffective for knowledge work. From hierarchies to bonuses for hitting goals, how we're structured, what we expect from leaders, and how we motivate individuals are by-products and lessons learned in a simpler time when most of our work required less thought and more physical endurance. Tackling today's complex problems means new organizational structures and new approaches to how we work. To create a truly impactful knowledge work environment, you need to use appropriate leadership styles and create an environment that allows people to achieve their highest potential. Doc takes a look at types of work, the management styles that work best for them, and the qualities necessary to create a high-performing knowledge work culture. Building off of Daniel Pink's work on Individual performance and motivation for cognitive work, Doc explores team performance and motivation.

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