Abstract
“Small wins” is the subject of this chapter, which makes recommendations for dependable but flexible institutional structures. Mayock deconstructs Jim Collins’s Good to Great to suggest that a new manager’s bible is needed in the workplace and that institutions need to include more women in managerial strategizing. The author encourages a “small wins” approach in the workplace to make small-scale changes that transform the workplace in increments. At the same time, she warns of institutional stagnation in the absence of a grander and more radical vision in the workplace.
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Notes
- 1.
As recently as 2014, Carl J. Strikwerda, President of Elizabethtown College, cites and lauds the Collins work as a means to manage colleges (Chronicle, 11-10-2014).
- 2.
See Lesley DiMare’s “Rhetoric and Women: The Private and the Public Spheres” for further analysis of the separate spheres notion.
References
Collins, Jim. 2001. Good to great. Why some companies make the leap…and others don’t. New York: HarperCollins. Print.
Strikwerda, Carl J. 2014. Risk managing or risk averse? Neither approach is fully suited for higher education. The Chronicle of Higher Education, 10 Nov 2014. Accessed 10 Nov 2014. Web.
Weick, Karl E. 1984. Small wins. Redefining the scale of social problems. American Psychologist 39(1): 40–49. Print.
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Mayock, E. (2016). “Small Wins”: Establishing Dependable and Flexible Institutional Structures. In: Gender Shrapnel in the Academic Workplace. Palgrave Macmillan, New York. https://doi.org/10.1057/978-1-137-50830-0_13
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DOI: https://doi.org/10.1057/978-1-137-50830-0_13
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