Product Description

There's an elephant in the room that everyone knows about but no one is acknowledging. The elephant is implicit and undiscussable and lurks in every organization. Everyone talks around the elephant and thinks that everyone else knows about the elephant. But, until the elephant's presence is made explicit, the level of dialogue and therefore the quality of decision-making is limited. Sound familiar?

Using NASA's tragic accidents and Enron's bankruptcy as examples of the price of not having open, constructive dialogue, the book shows how great companies create an environment that encourages and listens to input from all levels of the organization.

After reading this book, you'll understand: The role of assumptions and multiple realities; why surfacing assumptions is so important; how to have constructive dialogue; why arrogance, hubris and smart talk gets in the way of constructive dialogue; and what strategies you can use to name the elephants in your organization.

Product Details

• Amazon Sales Rank: #35200 in Books
• Published on: 2004-07
• Binding: Paperback
• 120 pages

Customer Reviews

Not special enough
Important subject, but I do not find this book neither thorough nor providing good overview of the subject.

The book is about big communication problems in organizations, and it is interesting enough in it self.

The graphic design, inclding fonts, colors and paper quality, is horrible, though still readable.

A Striking Case Study on Organizational Culture
Anyone who has worked in a corporation knows that an elephant is not just an animal with four legs and a trunk -- an elephant is an issue or problem standing in the middle of the room that everyone knows about but no one is willing to acknowledge or deal with. Elephants are "undiscussables" present in every organization. The size and depth of these "undiscussables" are proportional to the vitality of the organization. It's my experience that high-performing, well-functioning companies have cultures in which honest debate is welcomed, assumptions and conclusions are openly mined for their basis in reality, and people are skilled in managing conflict. Unhealthy, dysfunctional organizations almost without exception have many elephants as a hallmark.

In the book "The Thin Book of Naming Elephants--How to Surface Undiscussables for Organizational Success," authors Hammond and Mayfield utilize the chilling report issued by NASA's Columbia Accident Investigation Board (CAIB) as a striking case study on organizational culture. The CAIB report concluded that NASA's broken safety culture had as much to do with the accident as the foam, and that the nature of the numerous undiscussables at NASA, the pressures of rigid hierarchy, and many unquestioned assumptions led to the fatal disaster.

While not every organizational elephant can lead to the loss of life or livelihood, the author's brilliantly make the case for a "simple but not easy" component of business's success: dialogue as a core competency. Specifically, they outline clear how-to strategies for achieving the following:
· Speak up and share any concern or idea
· Respectfully disagree or agree to disagree
· Share and debate multiple realities
· Question those in power
· Explore many alternatives before shutting down discussion or making decisions
· Take turns playing devil's advocate or the contrarian

Much of my work involves helping leaders discuss and debate issues in ways that produce shared understanding, informed decisions, and high-quality solutions. I consider "The Thin Book of Naming Elephants" a key textbook in my toolkit, and recommend it for those who simply seek to sharpen their personal communication ability as well as for those actively involved in moving organizational culture.

A helpful book on organizational truth-telling
This is an excellent book about truth-telling in organizations. We've all heard the line about the elephant in the room that everybody sees, but no one talks about. This wonderful little book is filled with guidelines and suggestions for how to overcome organizational resistance to telling it like it is.

The centerpiece of the book is a case study of the NASA Challenger disaster (that's the shuttle that disintegrated over Texas on its re-entry because of a piece of foam that broke off and damaged a wing during take-off). It's a rather chilling story that highlights the stark contrast between NASA's espoused theories of truth-telling and "Safety First" on the one hand, and its culture of not making waves or challenging and embarrassing senior executives, on the other.

The book includes extensive discussion of how and why these "invisible" elephants grow up and thrive inside organizations. More importantly, however, it contains simple, straightforward advice on what to do - how to "name" and then discuss the elephants and their implications.

I particularly liked this brief summary of the core message, on page 32:

"Naming elephants is a three-part process. First, identify what is undiscussable, or name the elephant. Second, surface the underlying assumptions people have about the elephant of the situation. This creates the opportunity to view all the ways people see the reality of the situation (multiple realities). Third, learn how to have constructive dialogue involving Tops, Middles, and Bottoms."

Easier said than done, I know. But if you read this little book cover to cover, you'll be a whole lot better at doing what has to be done. And both you and your organization will be a whole lot more successful.

If you are looking for other books on this topic, I also recommend "The Secret Life of the Corporate Jester: A Fresh Perspective on Organizational Leadership, Culture and Behavior," by David Riveness.