Anarchists in the Boardroom
How social media and social movements can help your organisation to be more like people
Nonfiction, Social & Cultural Studies, Social Science, Philanthropy & Charity, Political Science, Politics, Social Services & Welfare, Business & Finance, Management & Leadership, Management
| Author: | Liam Barrington-Bush | ISBN: | 9780992680312 |
| Publisher: | more like people press | Publication: | September 25, 2013 |
| Imprint: | Language: | English |
| Author: | Liam Barrington-Bush |
| ISBN: | 9780992680312 |
| Publisher: | more like people press |
| Publication: | September 25, 2013 |
| Imprint: | |
| Language: | English |
Change how we organise. Change the world.
There are lessons emerging all around us, in the new social movements that have swept the globe, and in the organising patterns found on social media.
Could Twitter and Occupy help our NGOs, charities, trade unions and voluntary organisations to both stay relevant in the times ahead and live our values through the ways that we organise?
‘Anarchists in the Boardroom’ is a journey through worker-run factories, Occupy encampments, a spattering of non-violent direct actions and even a few forward-thinking companies, to make the case for helping our organisations ‘to be more like people.’ It asks us to brush away our ‘professional’ assumptions and interact as we do when we don’t have job descriptions or business plans telling us how to change the world. It reminds us of the power each of us has to make change happen, even within the most entrenched of bureaucracies.
Change how we organise. Change the world.
There are lessons emerging all around us, in the new social movements that have swept the globe, and in the organising patterns found on social media.
Could Twitter and Occupy help our NGOs, charities, trade unions and voluntary organisations to both stay relevant in the times ahead and live our values through the ways that we organise?
‘Anarchists in the Boardroom’ is a journey through worker-run factories, Occupy encampments, a spattering of non-violent direct actions and even a few forward-thinking companies, to make the case for helping our organisations ‘to be more like people.’ It asks us to brush away our ‘professional’ assumptions and interact as we do when we don’t have job descriptions or business plans telling us how to change the world. It reminds us of the power each of us has to make change happen, even within the most entrenched of bureaucracies.
