Hot Groups: Seeding Them, Feeding Them, and Using Them to Ignite Your Organization

Many organizations are large, lumbering, overly organizational, and inflexible. The authors argue that the time is ripe for these large organizations to abandon their inflexible ways and embrace the idea that their organizations can benefit from creativity and chaos. The authors state that a little disorder can push these companies to new heights. Hot groups are based on this principle. Hot groups are small, passionate, focused, creative, groups of individuals who also share a distinctive, task-obsessed state of mind. The hot groups must not be confused with teams, task forces, process-action teams, panels or boards. These groups are focused and generate what the authors define as "heat." The heat of a hot group comes from three core characteristics: · Hot groups feel themselves engaged in an important, vital and personally ennobling mission. · In hot groups, the task itself dominates all other considerations, including interpersonal relationships. This process is both intoxicating and arduous. · Hot groups are relatively short-lived. The authors see these groups as burning intensely; however, their brightness fades quickly. Once the task is complete, the group fades away. This book will also explain what hot groups think, how they feel, how they are best led, and describe the environment in which they thrive.

Great book - Full of ahHAs and insights, as well as implied tips and watch-outs. I was able to pull a great deal of information out of the book and integrate it into what I do when helping kick-start project teams. Have dropped major thoughts and concpets from the book into the both curriculum of our School for Innovators and the process of Thinking Expeditions. This is a MUST READ for any manager or leader who wants to make some improtant things happen fast - with his or her eyes wide open to the ramifications of a Hot Group's impact on the rest of the organzition.

This book is about using and encouraging intense teams at work. Jean Lipman-Blumen and Harold J. Leavitt make it clear that hot groups are not a new management phenomenon. They have existed since the beginning of time. The ability of hot groups to respond to problems quickly with innovative solutions will make them an essential component of organizations in the future. Many of the techniques mentioned in this book can be used without instituting major changes in your organization. While the book offers many organizational case studies as evidence of the effectiveness of hot groups, it lacks hard numerical data showing the bottom-line results organizations get when they support hot groups. Despite that, we at getAbstract recommend this book to managers and leaders who want to introduce or use hot groups or are already using groups in their organization.

In the Preface, the reader is told: "The time is ripe for large, hierarchical, well-ordered organizations to make room for small, egalitarian, disordered hot groups. That is the first thesis of this book....The book's second and ultimately more important thesis is that hot groups are not good just for organizations. They are also good for people. They offer individuals opportunities to find meaning and ennoblement through their work. In our fast and impermanent new organizational world, those who work in organizations -- and that includes most of us -- both expect and deserve such opportunities." Here is how the book is organized:Part I Hot Groups: What They Are and Why They're HotPart II Who Needs Hot Groups? And Who Seeds New Ones?Part III How Do Hot Groups Operate?Part IV An Optimistic View of What's AheadAt this point early in my review, I want to stress that a "hot group" should be the logical, indeed inevitable result of a way at looking at organizational renewal. Think of the "hot group" concept as precisely that: a concept which affirms the value of a process by which individual members of any organization (regardless of its size or nature) can effectively collaborate. These members are "task-obsessed and full of passion." They share a style which is "intense, sharply focused, and full bore." Moreover, members of a "hot group" feel engaged in "an important, even vital and personally ennobling mission"; their task is "dominates all other considerations"; and although a "hot group" tends to remain intact only for a relatively short period of time, it is "remembered nostalgically and in considerable detail by its members." Such groups require effective leadership. In Chapter 6, Lipman-Blumen and Leavitt address this issue, suggesting a number of specific "options" when "hot group" is assembled and then charged with its mission. For example: "To develop a hot, task-obsessed group, think about people before you begin laying out a flow chart. Bring on the people. Getting the task done is not your solo job. It's the whole group's job." The leader is urged to "recruit wild ducks", then help the group to bring the right people in, to get the wrong people out, and with unexpected departures. According to the authors, there are two kinds of c"wars" and "races." In wars, the goal is to destroy the enemy; in races, the goal is not to destroy but to out-perform others. Also, "at least as much", to have members outperform themselves, to exceed their personal best.In my opinion, this brilliant book makes two immensely important contributions to our understanding of what it takes to achieve superior organizational performance. First, it explains what the members of a "hot group" can themselves accomplish if given the leadership, freedom, and resources needed. Second, it explains what the positive impact of such a group can have on all others within the same organization. Paradoxically, a "hot group" is most effecti