Organizational Types / Structures

Theory  E²: Working with Entrepreneurs in Closely-Held Enterprises IX: Interplay Between Entrepreneurs and Maturity, Tasks, Problems and Environment

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises IX: Interplay Between Entrepreneurs and Maturity, Tasks, Problems and Environment

We do know something about good and bad matches and about which characteristics of a work environment generally have the greatest bearing on the effectiveness of our four approaches to entrepreneurship.

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Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–VIII. The Participating Entrepreneur

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–VIII. The Participating Entrepreneur

The participating entrepreneur draws attention to unacknowledged ideas and competencies in the organization. She appreciates that which already exists and encourages use rather than conservation of existing resources.

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Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–VII. The Thoughtful Entrepreneur

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–VII. The Thoughtful Entrepreneur

The thoughtful executive encourages reflection and leads the organization toward small, incremental changes that can easily be reversed if needed.

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Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–VI. The Inspiring Entrepreneur

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–VI. The Inspiring Entrepreneur

Like many gurus (ranging from Buddha to Jesus) the inspiring entrepreneur often seems to gather people and resources around her without even trying.

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Organizational Consultation: An Appreciative Approach–IV. Change and Stabilization

Organizational Consultation: An Appreciative Approach–IV. Change and Stabilization

A vicious cycle of incremental change enacted in response to the consequences of other incremental changes can lead an individual or organization into serious and destructive commitments that were not initially intended

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